Insulation

SUSTAINABILITY & RESPONSIBILITY REPORT
BASED ON DATA FOR THE CALENDAR YEAR 2014
2014
2014
Selby
Pembridge
Insulation
Kingspan
waste
manufacturing
insulation
site
Resource
exercise
implemented
survey
use
report
sustainability
resulting
members
production
CHP
team
Building
Action
reduce
key
Olympic
scheme
focus
recycling
renewable
process
identified
covers
generated
phenolic
Community
on–site
recorded
initiatives
nut
landfill
economy
response
basis
provide
OPTIM-R
identify
ensure
received
management
construction
investment
number
produce
generation
respectively
replaced
areas
continued
Herefordshire
business
2014
UK
plants
Energy
used
develop
financial
materials
made
operation
Insulation’s
across
monthly
include
energy
anaerobic
following
carried
Waste
wider
completed
trucks
Gas
PV
environmental
achieved
enhance
Trust
launched
infrastructure
biodiversity
work
program
efficiency
continues
Management
line
biomass
target
improving
Construction
raw
plant
significant
customers
community
employees
Sigma
longer
Efficiency
social
issues
introduced
investigated
range
reported
system
data
current
Six
staff
training
including
product
local
reporting
improve
market
material
Kooltherm
schools
Group
reduction
performance
development
installed
products
new
now
Plan
factory
increased
PIR
trailers
strong
volume

2
Foreword from the Managing Director
Welcome to the Kingspan Insulation Ltd. Sustainability
& Responsibility Report for the calendar year 2014.
The report covers the UK business of Kingspan Insulation Ltd.,
which includes its headquarters at Pembridge, Herefordshire,
and a manufacturing site at Selby, North Yorkshire. It excludes
a third manufacturing site, at Basildon, Essex, which currently
falls outside the scope of this report.
This report was published to present an holistic picture of Kingspan Insulation Ltd.’s long–term
commitment to sustainability and responsibility in all of the company’s guises: as a manufacturer of
insulation products; as an employer; as a substantial landholder; and as a key member of its neighbouring communities.
Kingspan Insulation Ltd. has reported annually on its sustainability performance since 2004, and significant progress has been
made in improving the company’s performance over this time period.
Kingspan Insulation’s reporting embraces the Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines, to ensure a
more comprehensive approach to reporting. The G3 Guidelines provide a globally recognised framework for reporting on an
organisation’s economic, social and environmental performance.
Kingspan Insulation Ltd also undertakes an external assurance process, to ensure the accuracy and robustness of the data upon
which this report is based. Further information on the reporting methodology can be found in Appendix A.
The data and commentary in this report summarises Kingspan Insulation Ltd.’s journey since 2004, and highlights key achievements
from the calendar year 2014.
Although the global economy still poses many challenges Kingspan Insulation maintains strong financial performance and
profitability in the UK. New product development and a focus on manufacturing efficiencies has allowed Kingspan to compensate
from the reduction in scale economies.
Kingspan Insulation Ltd. maintains a strong commitment to sustainability and responsibility, and as such this report also sets out a
plan of action for continued progress in the coming 12 months.
Richard Burnley
2002
In Accordance
C C+ B B+ A A+
Mandatory
Optional
Self
Declared
Third Party
Checked
Report Externally Assured
Report Externally Assured
Report Externally Assured
GRI
Checked
GRI Application Level

Contents
3
Foreword from the Managing Director 2
Kingspan Insulation 4
Product Range 4
Governance 5
Code of Conduct 5
Mission Statement and Principles 6
Sustainability Policy 6
Responsible Sourcing Policy 6
Reporting Principles 8
Sustainability and Responsibility
Reporting History 8
Current Reporting Procedure 9
Current Report Structure 9
2014 Highlights and 2015 Key Targets 10
2014 Highlights 10
2015 Key Targets 11
Performance Summary 12
Economic Viability 12
Stakeholder Engagement 14
Employment & Skills 16
Health & Wellbeing 18
Responsible Business 20
Product Design & Material Inputs 22
Raw Material Use & Manufacturing Efficiency 24
Waste Management 26
Water Consumption & Disposal 28
Energy & Greenhouse Gas Emissions 30
Transport 32
Social and Community Initiatives 34
Biodiversity & Natural Heritage 36
Land Management & Premises 38
Appendices 40
Appendix A
Background to GRI G3 Guidelines 40
Appendix B
GRI Content Index 42

4
Kingspan Insulation
Kingspan Insulation Ltd. is a privately–held corporation whose liability is limited by shares. Kingspan Insulation
is part of the Kingspan Group plc, one of Europe’s leading construction product manufacturers. The Kingspan
Group was founded in the late 1960s and is a publicly quoted group of companies headquartered in Kingscourt,
County Cavan, Ireland. Kingspan Insulation Ltd. operates from three manufacturing facilities located near
Pembridge, Herefordshire, at Sherburn–in–Elmet, near Selby, North Yorkshire and in Basildon, Essex. The latter
site is currently outside the scope of this report. Kingspan Insulation Ltd. operates out of the United Kingdom
and supplies products primarily to the UK market.
Product Range
Kingspan Insulation is a market–leading manufacturer of premium and high performance rigid insulation products and insulated systems
for building fabric and building services applications.
Kingspan Insulation Ltd. products are suitable for both new build and refurbishment in a variety of applications within both domestic and
non–domestic buildings.
Products manufactured by Kingspan Insulation at its Pembridge and Selby manufacturing facilities include:
l Kooltherm ® , premium performance rigid phenolic insulation;
l Therma TM , high performance rigid polyisocyanurate insulation;
l Thermabate ® and Kooltherm ® Cavity Closer, insulated cavity closers for use around window and door openings;
l the Kingspan KoolDuct ® System of pre–insulated ducting;
l the Kingspan TEK Building System, a structural insulated panel (SIP) building system; and
l Kingspan OPTIM-R TM , optimum performance rigid vacuum insulation panel;
All Kingspan Insulation products are designed and manufactured to exceed the performance criteria required by the Building Regulations
/ Standards. They meet the exacting requirements of the construction industry and are manufactured to the highest standards under
a management system certified to ISO 9001: 2008 (Quality management systems. Requirements), ISO 14001: 2004 (Environmental
Management Systems. Requirements) and BS OHSAS 18001: 2007 (Health and Safety Management Systems. Requirements).
Kingspan OPTIM-R is an optimum performance next generation
insulation solution. With an insulating performance up to five
times better than other commonly available insulation materials,
Kingspan OPTIM-R is ideally suited for constructions where a lack of
construction depth or space is an issue.
Each product has been designed to fulfil a specific need and has been manufactured to precise standards and tolerances. Many of the
products hold BBA Agrément approval, further underlining Kingspan Insulation’s commitment to quality.

5
Governance
The directors endorse and apply the principles of good corporate governance set out in the UK Corporate Governance Code.
The Board provides the Company with entrepreneurial leadership and effective controls. It sets the Company’s strategic aims and
establishes the Company’s values and standards.
The Board consists of seven statutory directors, each of whom has a combination of general business skills and experience in the
construction materials market. The directors believe that the Board includes an appropriate balance of skills and ability to provide effective
leadership and control to the Company. The Board meets formally each month, as well as informally as and when required. The Board
reserves a formal schedule of matters on which it takes the ultimate decision. These include adopting the Divisional rolling five–year
strategic plan and the annual budget, approving all major capital expenditure and material contracts, acquisitions and disposals of
businesses and other assets, appointment of senior executives and succession planning, reviewing management’s corporate and
financial performance, and overall review of the company’s internal controls.
The Managing Director is responsible for the leadership and effective working of the Board. He ensures that all members of the Board
have an opportunity to contribute effectively and that there is appropriate and timely communication with shareholders.
As Kingspan Insulation is a wholly–owned subsidiary of Kingspan Group, there is no requirement to appoint non–executive directors to
the Board. This function is in effect carried out by Group board members who have experience within the industry and within other Group
companies.
All directors are supplied with appropriate and timely information for Board and committee meetings and are given the opportunity to
probe and question the executives and to seek such further information as they consider appropriate. The Group’s professional advisors
are available for consultation with the Board and attend Board meetings as required. All directors have access to the advice and services
of the Company Secretary, who is responsible for ensuring that Board procedures are followed. Individual directors may seek independent
professional advice at the expense of the Company in furtherance of their duties as a director. The Group has arranged appropriate
insurance cover in respect of legal action against its directors.
The Company has procedures whereby directors receive formal induction and familiarisation with the Company’s business operations
and systems and continuing training relating to the discharge of their duties as directors. Directors are appointed to the board based
upon their particular experience and qualifications, together with the company need for specific functional, managerial or technical
experience for the control and management of business operations.
Kingspan Kooltherm K18 Insulated Plasterboard is a premium
performance insulation solution for internal wall insulation.
Code of Conduct
Kingspan Group plc. is committed to acting responsibly in its business, and maintaining high standards of ethics and integrity in all its
dealings with its stakeholders, be they investors, customers, suppliers, its people or the community in which it operates. A Code of
Conduct has been adopted, which sets out the fundamental principles that all directors, officers and employees must adhere to in order
to meet those standards.
The principles contained therein include:
l integrity and honesty;
l compliance with the law, including competition, corruption, fraud, inside information;
l avoiding conflicts of interest;
l people and environment, including health and safety, equal opportunities, environment, IT; and
l protection of Group assets, including internal controls, confidentiality.
The Code is intended to encourage and enable employees and others to raise serious concerns within the Group rather than seeking
outside resolution. It is the responsibility of all directors, officers and employees to report any breaches of the policy, or any other
malpractice or illegal acts. The Code of Conduct is upheld through a number of mechanisms:
l reporting violations;
l accounting and auditing;
l acting in good faith;
l confidentiality;
l no retaliation; and
l appropriate handling of reported violations.

6
Mission Statement and Principles
Kingspan Insulation operates a mission statement, with the goal that:
Kingspan Insulation will be the premium quality producer and supplier of non–fibrous thermal insulation whilst keeping people, the
environment and the future success of the company at the forefront of its activities.
The Group–level principles are supplemented locally by the Kingspan Insulation Employee Handbook and relevant provisions of other
policies, covering issues such as Human Rights; Local Supply; Environment; Ethical Purchasing; and Equal Opportunities.
Kingspan Insulation recognises the importance of conducting its business in a responsible manner. This is demonstrated in the way the
company deals with its employees, customers and the wider community in which it operates. To this end, Kingspan Insulation has
formalised and adopted the following sustainability and responsible sourcing policies.
Sustainability Policy
Kingspan Insulation Ltd. has a responsibility to strive for sustainability in all of its products and operations.
Kingspan Insulation Ltd. aims to adopt and apply best practice sustainability principles by ensuring environmental, social and economic
parameters are considered in an integrated way in product and service delivery.
To this end, Kingspan Insulation Ltd. will:
l incorporate the ethos of sustainability into the vision and values of the organisation;
l continue to invest in research and development in the area of maximising the insulation value of products;
l continually improve operational performance through the setting of long–term objectives and targets related to sustainability, and
review progress regularly;
l comply with or exceed applicable legal and policy requirements related to the environmental and social aspects of the organisation;
l optimise energy and raw material usage and prevent or minimise pollution and environmental damage;
l continually monitor sustainability performance and actively communicate progress annually in the form of a published report, using the
Global Reporting Initiative (GRI) guidelines;
l communicate and actively promote awareness and acceptance of this policy to everyone working for, or on behalf of, the organisation
(including employees, shareholders, suppliers / sub–contractors and customers);
l ensure employees are given adequate training in sustainability issues and are fully involved in helping to deliver this policy; and
l implement a Code of Conduct and support sustainability guidelines for key suppliers, contractors and other interested parties to
ensure that they comply with this policy.
Kingspan Insulation Ltd. is dedicated to adopting and implementing this policy.
The responsibility for implementing this policy lies with the Divisional Managing Director.
This policy forms a framework for Kingspan Insulation Ltd.’s activities, product design, services and decision–making, and promotes
engagement of the entire organisation. The policy will be reviewed annually.
Responsible Sourcing Policy
Kingspan Insulation’s products improve the quality and
sustainability of the built environment. Kingspan Insulation’s aim
is to ensure that the constituent materials used within the delivery
of these products are responsibly sourced in accordance with
the guidelines set out under the BRE Environmental and
Sustainability Standard 6001: Framework Standard for the
Responsible Sourcing of Construction Products.
In order to demonstrate this, Kingspan Insulation will maintain,
implement and review:
l an Ethical Trading Policy, a Human Rights Policy and a
Code of Conduct;
l procedures to ensure compliance with legislation;
l procedures to record and respond to all complaints and
prosecutions;
l a Quality Management System certified to ISO 9001;
l a supply chain management system;
l an Environmental Management System certified to
ISO 14001;
l a Health & Safety Management System certified to
OHSAS 18001;
l stakeholder engagement and reporting; and
l policies, action plans and targets for:
– reduction of greenhouse gas emissions;
– reduction of resource use;
– reduction of water extraction;
– reduction of transport impacts;
– reduction of waste;
– life cycle assessment;
– employment and skills; and
– local community engagement.
Kingspan Insulation Ltd. is dedicated to adopting and
implementing this policy.
The responsibility for implementing this policy lies with the
Divisional Managing Director.
This policy forms a framework for Kingspan Insulation Ltd.’s
activities, product design, services and decision–making.
It promotes engagement of the entire organisation and will
be reviewed annually.

7
Kingspan Kooltherm K15 Rainscreen Board, Kingspan Kooltherm Cavity Closers and Kingspan Thermaroof
TR27 LPC/FM were all installed on the RIBA award winning Kingswood Academy.
Kingspan TEK ® Building System and Kingspan Thermataper TT47 LPC/FM were installed as part of the
prestigious new visitor centre at Stonehenge.
The prestigious restoration project to transform the Grade II listed Liverpool Central Library into a world class
facility achieved a BREEAM ‘Excellent’ rating. It features more than 3700 m 2 of Kingspan Insulation Kooltherm
K15 Rainscreen Board.

8
Reporting Principles
Sustainability and Responsibility Reporting History
2002
In 2002, Kingspan Insulation Ltd. obtained its first certified Life Cycle Assessment from the Building Research Establishment (BRE),
awarded for the Therma product range, which has been certified continuously since then.
2004
Kingspan Insulation Ltd. first commissioned Arup to undertake a sustainability appraisal of its Pembridge facility, near Leominster,
Herefordshire, in 2004. The appraisal, which utilised the Arup SPeAR ® framework, provided an indication of Kingspan Insulation Ltd.’s
baseline sustainability performance at that point in time and enabled the production of an Action Plan for improvement.
2005
A second SPeAR ® appraisal was conducted in 2005 to provide a re–evaluation of the Pembridge site, to document performance
improvements, and to highlight further opportunities for progress based on ongoing weaknesses and evolving industry best practice.
Kingspan Insulation revised its Action Plan accordingly.
2006
During 2006, a mid–term review was conducted to assess Kingspan Insulation’s progress with the Action Plan developed for Pembridge
during the previous two years.
2007
2007 saw a full SPeAR ® re–appraisal of Kingspan Insulation Ltd.’s performance and also the start of data collection for the performance
indicators of the GRI G3 Sustainability Reporting Guidelines (see Appendix A). Whilst this data was not externally reported at the time, the
database which was established enables the current report to build a comparative picture of progress from 2007 onwards.
2008
The company’s commitment to continual performance improvement resulted in a fifth SPeAR ® appraisal of the business. Kingspan
Insulation’s report for the 2008 calendar year was supplemented, for the first time, with GRI indicator data, to ensure a more
comprehensive approach to reporting. The report was commensurate with GRI application level B.
2009
Kingspan Insulation Ltd. decided to cease the use of the Arup SPeAR ® tool, instead, deciding to focus on the use of GRI reporting
guidelines, and undergoing an external assurance process, to ensure the accuracy and robustness of the GRI indicator data. As a result,
the 2009 report was commensurate with GRI application level B+.
2010
The company’s reporting framework remained the same as in 2009, though some minor improvement suggestions, made during the
2009 external assurance process, were adopted. Kingspan Insulation obtained a certified Life Cycle Assessment, from the Building
Research Establishment (BRE), for its Kooltherm ® and KoolDuct ® product ranges, for the first time.
2011
Kingspan Insulation’s reporting framework remained the same as in 2010, though a small number of additional metrics were adopted.
The company’s certified Life Cycle Assessments for the Therma range was extended to include those products manufactured at the
company’s Selby site.
2012
Kingspan Insulation’s reporting framework remained the same as in 2011.
2013
Kingspan Insulation maintained its historical reporting framework. The company achieved BES 6001 certification for its Therma and
Kooltherm ranges manufactured at the Pembridge and Selby sites.
2014
Kingspan Insulation’s reporting framework remains the same as in 2013. Two additional metrics were included to meet BES 6001
reporting requirements by separating data for different products. In addition the biannual community consultation was repeated.

9
Current Reporting Procedure
This review of Kingspan Insulation Ltd.’s sustainability and responsibility, for the calendar year 2014, has followed the same approach
as 2013’s. It once again incorporates data and disclosures covering the GRI G3 reporting requirements. This year’s report achieves a
level commensurate with GRI application level B+ (see Appendix A for further explanation). This requires reporting on a minimum of 20
performance indicators across the spectrum of environmental, economic, social and product–related categories, and external assurance.
A full register of performance indicators reported, and an explanation of the external assurance process is available in Appendix B.
Mandatory
Optional
Self
Declared
Third Party
Checked
GRI
Checked
GRI Application Level
2002
In Accordance
C C+ B B+ A A+
Report Externally Assured
The data presented in this report have been drawn from Kingspan Insulation Ltd.’s comprehensive internal management systems, which
cover Environmental; Quality; and Health and Safety management. Further data have been gathered from Kingspan Insulation Ltd.’s
Financial Statements and through discussion with key staff members. Data have been normalised for comparability across a number
of years, especially given variations in the size of the estate, volumes of production, and in staff numbers. Methods of normalisation are
identifiable in the presentation of the data. In addition, where issues of confidentiality arise, data have been subject to controlled release
(as noted throughout the report).
Report content has been defined based on a comprehensive coverage of key sustainability topics. The company’s understanding of
sustainability and key impact areas is shaped by experience of the SPeAR ® framework, and the material issues for reporting have been
selected based on the topics identified therein.
Kingspan Insulation Ltd. values the feedback of stakeholders. Care has been taken to report on issues arising through engagement and
consultation with customers; communities; suppliers; and external bodies (trade associations and government), to ensure that this report
covers all areas considered material to the business.
This report has undergone a process of formal external assurance, carried out by Anthesis-Caleb. In their opinion this Sustainability &
Responsibility Report provides a reasonable and balanced presentation of performance, taking into account the data provided as well
as the overall selection of content. Based on its review, Anthesis-Caleb concludes that this report meets the GRI requirements at the B+
application level. A copy of Anthesis-Caleb’s external assurance report is available at:
www.kingspaninsulation.co.uk/sustainabilityandresponsibility.
Kingspan Insulation Ltd. actively encourages stakeholders to engage with this report, and looks forward to receiving comment
and feedback to help strengthen the approach to reporting in future years. Any questions should be directed to the Marketing
Department, contactable at info@kingspaninsulation.co.uk.
Electronic copies of this (and previous) Sustainability and Responsibility Reports can be downloaded at: www.
kingspaninsulation.co.uk/sustainabilityandresponsibility.
Report Externally Assured
Report Externally Assured
Current Report Structure
The upcoming sections present Kingspan Insulation’s
sustainability and responsibility performance divided into
14 key themes:
l economic viability;
l stakeholder engagement;
l employment & skills;
l health & wellbeing;
l responsible business;
l product design & material inputs;
l raw material use & manufacturing efficiency;
l waste management;
l water consumption & disposal;
l energy & greenhouse gas emissions;
l transport;
l social and community initiatives;
l biodiversity & natural heritage; and
l land management & premises.
This structure is considered to deliver a comprehensive
impression of sustainability and responsibility issues at
Kingspan Insulation Ltd.
Each chapter is divided into five sub–sections:
l context, defining the background to the theme and outlining
the management approach adopted by Kingspan Insulation;
l historical achievements and ongoing activities, summarising
the key actions undertaken by the company to date in relation
to the headline theme;
l performance highlights, summarising the progress made by
Kingspan Insulation Ltd. during the reporting period;
l GRI performance data, displaying graphs and tables in
relation to each of the reported GRI performance indicators.
The indicators included in each chapter are outlined in a set of
indicator boxes shown beside the text; and
l action plans, providing an updated schedule of work to be
undertaken.
Performance improvement targets have also been defined for
those areas which lend themselves to quantitative metrics.

10
2014 Highlights and 2015 Key Targets
2014 Highlights
In 2014, there was a continued focus on sustainability performance, which has ensured that Kingspan
Insulation has continued to progress, most notably in the area of Energy and Greenhouse Gas Emissions. The
following summarises the key performance highlights for 2014.
Economic Viability
Despite the continuing uncertainties in the wider economy, Kingspan Insulation showed a robust performance in 2014 driven by a
combination of positive residential and non-residential construction, and continued market penetration of Kooltherm.
Full scale production of OPTIM-R, a next generation insulation, began in 2014 at the new manufacturing line at the Pembridge site and
specifications for this ultra-thin solution continued to grow through 2014.
Energy and Greenhouse Gas Emissions
As part of Kingspan Group’s Zero Net Energy by 2020 target, work has continued in both Pembridge and Selby to develop renewable
energy infrastructure and carrying out energy saving measures. An anaerobic digester was brought online at Pembridge, producing heat
and energy. 2014 also saw the opening of the PV array at the Selby site ensuring that both sites are moving closer to the Net Zero target,
which Kingspan Insulation aim to achieve by 2018.
The Pembridge site also gained certification to the ISO 50001 standard in 2014. The voluntary standard provides a best practice
framework for integrating energy performance improvements into all aspects of management practices.
Product Design & Material Input
The introduction of a new polyol for PIR products to the Selby site has increased the proportional of renewable materials within the PIR
product. Research work is continuing into renewable alternatives for input materials.
Investment has continued into developing thinner insulation products in response to market demands.
Raw Material & Manufacturing Efficiency
A focus on continuous improvement in manufacturing efficiency has been sustained throughout 2014, with production line waste being a
particular target.
Ebbw Fawr, a new secondary school achieved a BREEAM
‘Excellent’ rating with the help of products from Kingspan
Insulation including Kingspan Thermaroof TT46 LPC/FM and
TR26 LPC/FM as well as the Kingspan Insulation Waste Take
back scheme.

11
2015 Key Targets
Energy and Greenhouse Gas Emissions
During 2015 work will continue to focus on initiatives that contribute towards the 2018 net zero energy target. The AD plant will move
into full use.
Raw Material Use & Manufacturing Efficiency
The focus on continuous improvement will continue in 2015, with the aim of achieving World Class Operations Management (WCOM)
Gold in Pembridge in 2015 and across all sites by 2018. A particular emphasis will be placed on improvements in the manufacturing
process.
Biodiversity and Land Management
In 2015 Kingspan Insulation aims to repeat the biodiversity study carried out on the Pembridge site.
Sustainability Reporting
Investigations into the requirements for GRI4 reporting will take place in 2015, and an assessment as to the feasibility of moving this
report to this level in the future.
Kingspan Insulation’s third manufacturing site, at Basildon, Essex, is currently outside the scope of this report due to a much lower
baseline of sustainability reporting. During 2015 planning will take place to develop the sustainability reporting systems at this location.
Kingspan Insulation’s structural insulated panel system continues to
deliver a high level of fabric performance on all projects.

12
Economic Viability
Context
Global pressures on energy consumption, due
mainly to the increasing scarcity of natural resources
and the climate change impacts of traditional fossil
fuel–based energy generation, have elevated the
objective of energy efficiency within the scientific
and legislative agenda. In their report Existing
Homes and Climate Change (April 2008), the
Government’s Communities and Local Government
Committee (CLGC) point to the UK’s building stock
as being responsible for around a quarter of all carbon
emissions in the UK. 75% of those emissions come
from three sources: heating; hot water; and lighting.
Through its innovative insulation solutions, Kingspan
Insulation makes vital contributions to improve the
energy efficiency of buildings, by reducing heat loss
from the building envelope and thereby reducing the
energy required for heating. As momentum gathers
for energy efficient building, Kingspan Insulation
finds itself operating within an economically viable
and desirable market.
The company operates on a five–year business
planning schedule, enabling emerging challenges to
be managed on a relatively short timescale as
required for business success. Owing to these short
horizons, the impacts of climate change for the
organisation have not yet been factored into the
business plan.
Historical Achievements & Ongoing Activities
l Pro–active engagement with, and response to, progressively more stringent Government legislation around building energy
performance.
l Ongoing research and development have provided innovative and sustainable insulation solutions, which have contributed to the
diversification of the market and helped to drive greater sustainability across the sector.
l Annual risk assessment covering all business areas and analysing risks related to a broad range of factors, including financial; legal
and regulatory; operational; research and development and quality control; purchasing; sales; and reputation. Corruption and fraud
are also covered as important risk factors. The assessment takes into account the probability that each identified risk will occur, in
order to prioritise areas for management and control.
l Disaster recovery plans and fire emergency action plans are in place.
l Provision is made for warranties, bad debts, and for potential environmental liability.
l The Pembridge site is a major employer for local people and provides a marginal benefit to the local rural economy.
l The significance of the Selby site is less pronounced as its location is less isolated.
l All vehicles are leased, including forklifts, trucks and company cars. The Marketing department outsources its requirements for design,
print and public relations. Photocopiers and coffee machines are also leased.
l A bespoke set of sustainability key performance indicators (KPIs) are used to monitor sustainability performance throughout the year.
The KPIs are included in Kingspan Insulation Ltd.’s performance management framework. Kingspan Insulation continues to report on
sustainability to the Kingspan Group, including monthly reports of emissions, energy and water use.
l The sustainability agenda continues to be an important part of Kingspan Insulation’s business, with sustainability objectives and
targets integrated into strategic & business planning, and a focus on energy management, material efficiency and waste reduction.
l A corporate governance structure conforming with the OECD principles of Corporate Guidance is in place.
l SAP is in operation at both UK sites. The benefits of installing SAP have materialised in accounting, purchasing, stock control and
delivery functions.
l In 2011, Kingspan Insulation launched an internet sales platform, www.kingspandirect.com.
l The acquisition, by Kingspan Group, of a range of insulation manufacturing businesses, from CRH, has led to increased manufacturing
volumes and economies of scale due to improved access to new markets.
l An Integrated Management System (IMS) has been developed at Pembridge and Selby, to incorporate Environmental, Quality and
Health & Safety Management within a single system and single audit process.
EC1
EC2
Direct economic value generated & distributed.
Financial implications and other risks and
opportunities for the organisation’s activities
due to climate change.
EN28 Monetary value of significant fines for
non–compliance with environmental laws
& regulations.
SO2
SO7
SO8
Percentage & total number of business units
analysed for risks related to corruption.
Total number of legal actions for anti–
competitive behaviour, anti–trust, & monopoly
practices & their outcomes.
Monetary value of significant fines for
non–comp liance with laws & regulations.
NB See Appendix A for background to GRI.

13
2014 Performance Highlights
Despite the continuing uncertainties in the wider economy, Kingspan Insulation showed a robust performance in 2014 driven by a
combination of positive residential and non-residential construction, and continued market penetration of Kooltherm.
Kingspan Insulation’s regulatory performance remains strong. As in the previous year, no fines or non-monetary sanctions were recorded
for failure to comply with laws and regulations, environmental or otherwise. No legal actions have been taken against Kingspan Insulation
for anti-competitive behaviour, anti-trust or monopoly practices since at least 2006.
Full scale production of OPTIM-R, a next generation insulation, began in 2014 at the new manufacturing line at the Pembridge site and
specifications for this ultra-thin insulation solution continued to grow through 2014.
The TEK product line was extended with the introduction of the TEK 172, a thicker Structural Insulated Panel (SIP) which is designed to
provide compliance with Building Regulations / Standards without any need for extra insulation.
During 2014, investment in research and development activity was approximately £1.9 million.
Both Pembridge and Selby sites continue to make a valuable contribution to their respective local economies, employing approximately
427 and 68 employees respectively, and supporting local businesses where possible, through procurement of local goods and services.
Action Plan
l The process of ensuring that sustainability thinking is
embedded within the organisation is ongoing. Kingspan
Insulation aims to continuously improve its approach, with
new initiatives tested. Personal preferences sometimes
prohibit adoption of sustainability initiatives, such as the staff
car-sharing scheme.
l Undertake an assessment of future climate change risks for
both facilities, e.g. managing weather extremes, flood risks,
high temperatures, water resources, energy security.
l Take full advantage of the efficiencies that can be leveraged
from the acquisition of the UK PIR manufacturing assets
of CRH.
GRI Indicator Data
Turnover
131,958,866
127,727,262
118,160,563
2014
2013
2012
2011
2010
2009
The construction industry still faces difficult conditions, reflecting the continuing
uncertainties in the wider economy. Turnover in 2014 was lower than 2013, as
a result of a reduction in the selling price of PIR insulation in a commoditized
market.
The full Financial Statements of Kingspan Insulation Ltd. for the financial year
2014 are publicly available from Companies House.
Pupils at Athelstan Community Primary School have been able to
take part in the less mainstream sport of Fencing as well as Quik
Sticks Hockey following funding received from the Kingspan Insulation
Community Trust.
Athelstan Community Primary School wanted to offer pupils the
chance to participate in extra curricular clubs focussed on less
mainstream sports like Fencing and Quik Sticks Hockey, but with
funding from Local Authorities for such activities being cut they turned
to the Kingspan Insulation Community Trust for help.
Sue Thompson, Business Manager at Athelstan Community Primary
School commented “We are passionate about developing all aspects
of the curriculum, and this means that we offer a very wide selection of
extra curricular activities to enable our pupils to pursue wider interests.
As you would expect we were delighted when we received the funding
from the Kingspan Insulation Community Trust as it enabled us to
purchase Fencing and Quik Sticks Hockey equipment offering the
children the opportunity to take part in more unusual sports.”

14
Stakeholder Engagement
Context
Kingspan Insulation Ltd. actively engages staff,
customers and local communities in consultation
in order to identify material issues for attention or
management. These three groups are considered
the most valuable stakeholders impacting on, and
impacted by, the business, and their views are
sought to reduce business risks and understand
customer needs. Kingspan Insulation Ltd. also
cultivates close working relationships with
statutory authorities to achieve compliance with
all regulatory and legal requirements. Please also
refer to the section of this document titled “Social &
Community Initiatives”.
Relevant GRI Indicators
PR5
Practices related to customer satisfaction.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
External Organisations
l Close relationships forged with national and international trade associations including PU Europe – the European Trade Association
for Polyurethane (PUR) and Polyisocyanurate (PIR), the European Phenolic Foam Association, the British Rigid Urethane Foam
Manufacturers’ Association (BRUFMA), and the Construction Product Association’s (CPA).
l Kingspan Insulation Ltd. takes an active role in consultations for the approval of amendments to the Building Regulations, plus other
Regulations and legislation, e.g. the Carbon Reduction Commitment.
l Kingspan Insulation Ltd. also takes an active role in consultations on industry initiatives such as BREEAM and BES 6001: Framework
Standard for the Responsible Sourcing of Construction Products.
l Annual Financial Statements are released and made publicly available via Companies House and the Kingspan Group annual report.
Employees
l Employee surveys have been undertaken, covering issues such as building comfort, training programmes and employee satisfaction.
As a result of the 2011 survey, Kingspan Insulation Ltd. created an Employee Forum to improve staff engagement across operations.
l A Works Committee is in operation, and staff are represented by a Trade Union.
l Health and safety, housekeeping and production statistics are communicated to shop floor staff via notice boards, in order to involve
employees in improving team performance and to ensure knowledge of company performance and trends.
l A central point of contact has been put in place for employees within HR, along with a more robust complaints system.
l A newsletter is produced at the Selby site which includes coverage of sustainability issues relevant to staff.
Suppliers
l Supplier surveys and reviews are conducted with individual suppliers as issues arise. A Quality Assessment Questionnaire is sent to
suppliers on a three–yearly basis.
l A Supplier ‘Sustainability’ consultation and feedback exercise has identified that Kingspan Insulation’s suppliers are largely
disinterested in the Company’s sustainability reporting. There is no plan to repeat this consultation in the immediate future.
Customers
l Customer satisfaction metrics are employed to drive business performance. The Customer Satisfaction team monitors and records
Kingspan Insulation Ltd.’s On–Time / In–Full (OTIF) performance. Results are reported to senior management.
l Frequent and proactive consultation is undertaken with customers, aiming to deal with issues as they arise and a biannual Customer
Satisfaction survey is carried out.
l Regular telephone surveys focus on packaging quality; logistics performance; technical services; and customer support.
l One–to–one service review meetings are undertaken with key customers on a monthly basis (fortnightly for new customers).
l All calls received from customers are monitored and logged within a complaints database, along with details of responses made to the
customer. Feedback is provided to the complainant regarding corrective actions taken.
l Complaints are monitored by product type and problem type, to identify trends and ensure that complaints reduce.
l In–depth surveys are undertaken intermittently, such as the 2006 End User survey, which targeted the end users of products rather
than the intermediate customer, and the comprehensive Packaging Survey which was undertaken in 2007.
l Significant improvements in customer service have been seen year–on–year since 2005.
l Since 2009 a Customer Service Charter has been provided to all customers as part of an Introduction to Kingspan Insulation Ltd.
pack. The Charter is actively promoted as integral to securing new business and strengthening existing customer relationships.
l Service–level agreements were instituted in 2008 as a feature of all customer relationships to manage expectations.

nut
team
volume
on–site
report
strong
social
covers
scheme
landfill
trucks
wider
Olympic
reduce
current
target
recorded
Gas
PV
CHP
15
2014 Performance Highlights
Kingspan Insulation Ltd. continues to publicly report on its annual sustainability and responsibility
performance, this report is for 2014. The report has been prepared using the feedback of
employees, the local community, customers and suppliers to ensure the coverage of all material
issues. GRI reporting indicators have been imbedded into the reporting methodology in key
areas.
The biennial Staff, Community and Customer Surveys were carried out in 2014. These covered
issues relating to awareness, impressions and attitudes to Kingspan Insulation, as well as a
specific product survey for Thermabate and Kooltherm Cavity Closer. The conclusion of this
exercise was that Kingspan Insulation is seen as an ethical and responsibly sound company.
Pembridge
insulation
2014
SUSTAINABILITY & RESPONSIBILITY REPORT
BASED ON DATA FOR THE CALENDAR YEAR 2014
During 2014 TV screens were introduced into the factory in Pembridge, instead of a
proposed staff newsletter. These contain a variety of information about employee initiatives
and information from the employee forums. The feedback from the staff questionnaire showed that the
sustainability ethos of the company is reflected in the attitudes of employees, as the issues raised included potential areas for
improvement in waste and transport. The employee forums have continued as an ongoing method of capturing such feedback.
In addition to the staff questionnaire a number of ‘Share your views’ focus groups were run at Pembridge, by independent consultants to
gather input from employees about working at Kingspan Insulation.
financial
implemented
reduction
Plan
fo lowing
2014
continues
local
ensure
plants
replaced
received
investigated
anaerobic
monthly
initiatives
longer
Trust
reporting
phenolic
development
installed
PIR
new
enhance
basis
generation
respectively
use
Kingspan
Selby
trailers
waste
members
survey
Efficiency
renewable
site
generated
identify
completed
Herefordshire
market
material
Construction
community
range
now
process
work
Resource
exercise
launched
biodiversity
resulting
sustainability
Insulation
production
manufacturing
provide
performance
economy
operation
Insulation’s
areas
improving
across
number
construction
key
recycling
focus
response
used
Management
efficiency
employees
customers
schools
biomass
system
raw
made
business
carried
OPTIM-R
2014
product
Group
materials
Energy
program
continued
Waste
energy
include
introduced
produce
develop
products
staff
UK
issues
identified
plant
significant
Building
Community
improve
data
training
management
line
Sigma
including
Kooltherm
factory
increased
infrastructure
investment
environmental
reported
Action
achieved
Six
Action Plan
l Undertake customer ‘Sustainability’ consultation and
feedback exercise to identify expectations and important
issues on a biannual basis, during 2016, 2018, 2020 and
so on.
l Undertake staff ‘Sustainability’ consultation and feedback
exercise to identify expectations and important issues on a
biannual basis, during 2016, 2018, 2020 and so on.
l Use occupant feedback to proactively inform the design of
new buildings or refurbishment of existing buildings.
l Consider implementing a proactive system to measure
supplier satisfaction as part of quality management.
l Work towards expanding the range of GRI performance
indicators reported, with the aim to achieve an A–rated report
as well as achieving GRI Level 4.
l Work towards embedding sustainability reporting (including
reporting on GRI performance indicators) within the Kingspan
Group annual report.
l Reintroduce the staff newsletter at Pembridge.
Karate Students in Sherburn-in-Elmet have been introduced to
sparring following funding received from the Kingspan Insulation
Community Trust.
Sherburn Kenpo Karate Club which operates as a not for profit
organisation from the Eversley Park Centre in Sherburn-in-Elmet,
provides local children with the opportunity to participate in a more
unusual sport. Peter Woods from the club commented “I wanted to
introduce controlled sparring to my students, and in order to do this
safely we needed protective equipment suitable for children, to include
protection for the head, chest, hands and legs. We are extremely
grateful for this money as all training fees are re-invested into the
club and without it we would have been unable to purchase this
equipment.”
Training sessions at the club are now rotated so that all children have
the opportunity to practice sparring, with the aim of training them to
attend competitions in the future. Competing in a sport can really help
children’s confidence and teach them to have a sense of pride about
what they do.

16
Employment and Skills
Context
The company values its staff and strives to
provide excellent working conditions and career
development prospects for all. Annual investments
are made in staff training and development to ensure
individuals’ continual learning and diversification of
skills. Kingspan Insulation recognises its influence
in local employment markets and seeks to bolster
the economic welfare of surrounding communities
through the recruitment of local people.
Relevant GRI Indicators
LA1
LA2
Total workforce by employment type,
employment contract and region.
Total number & rate of employee turnover by age
group, gender & region.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Scale & Type of Employment
l Kingspan Insulation Ltd. is a major employer in the area surrounding the Pembridge site.
l A range of employment types are offered at Pembridge, including office-based disciplines such as finance, marketing, and customer
services, as well as maintenance, engineering and manufacturing roles.
l The Selby facility is much smaller than Pembridge and the majority of its approx. 65 employees work in production.
Recruitment & Retention
l As far as possible, Kingspan Insulation Ltd. recruits its staff from the local area through advertisements in local media and use of local
job centres or Manpower offices.
l Each year, Kingspan Insulation Ltd. recruits an apprentice to the Pembridge site from a local technical college.
l Like many other companies Kingspan put its Graduate Recruitment Programme on hold during the recession, but it restarted during
2011 when 2 graduates joined the business.
l Kingspan Insulation Ltd.’s commitment to sustainability is promoted to job applicants.
l In 2009 a new web page was introduced to the Kingspan Insulation Ltd. website featuring the Sustainability & Responsibility Report.
This has been very successful at highlighting the depth and breadth of the company’s commitments to sustainability not only to
customers of Kingspan Insulation Ltd., but also to many current and potential employees.
l A formal one-day induction process is undertaken with shop floor staff, which includes environmental management training.
Equality
l An Equal Opportunities Policy and an Anti-Discrimination Policy have been implemented.
l Middle management includes female employees, although there are none at senior management (Director) level.
l At Pembridge, some staff are employed on part-time contracts, generally in response to lifestyle needs. At Selby, all staff are full-time.
l The Pembridge site is compliant with the Equalities Act 2010.
l Provision is in place to ensure inclusion of physically impaired employees.
l The workforce represents the social demographics of the local areas.
l Hourly paid employees’ wages are benchmarked against local area averages, to help ensure low employee turnover.
Training & Development
l Kingspan Insulation Ltd. has Investor in People (IiP) status.
l The company’s performance management framework provides staff with a structured approach to training and personal development,
and ensures that all staff understand the opportunities available. It was introduced as a result of the IiP review process. Following its
introduction, around 80% of staff now receive an annual appraisal.
l A comprehensive training programme is available to all staff, including shop-floor. Training programmes feature succession planning,
time management, team building (including bush craft skills), first aid, and report-writing amongst others.
l External courses are approved where deemed important to career success: e.g. members of the Accounts team attend Association of
Accounting Technicians’ (AAT) courses, whilst those in Marketing may follow the Chartered Institute of Marketing (CIM) programme.
l There is structured career path training for some departments, with a policy for promotion.
l Proactive training plans are in place for all shop floor staff.

17
2014 Performance Highlights
At the close of 2014, Kingspan Insulation Ltd. employed 495 members of staff across the Pembridge and Selby sites, with 427 at
Pembridge and 68 at Selby. This is an increase in the number of staff at both locations reflects an increase in production in Selby
due to the introduction of a second line, and an increase in office staff in Pembridge due to a greater number of IT staff being required to
support the international acquisitions which were made during this period.
The Developing Talent program continued in 2014 for both graduates and early-career non graduates. In addition to this a number of
new initiatives for staff development were introduced, including ‘People Matter’, a training program for managers and a financial wellbeing
program for all staff.
GRI Indicator Data
Action Plan
l Work has been undertaken to improve disabled access at the
Selby site. However, further work is still required across the
site to ensure the site is compliant with the Equality Act 2010.
l Introduce environmental awareness training into the graduate
development programme and provide refresher training for all
staff at appropriate intervals.
l Invite specialists from external organisations to hold lunchtime
talks / awareness events to engage staff in sustainability issues.
l Improve rate of annual staff appraisal. While improvements
have been made in this area, Kingspan Insulation Ltd. still
aims for 100% of staff to receive at least one appraisal per
year to facilitate staff development.
l Develop a formal and consistent approach to measure
the value of training provided to staff, as also identified by
Investors in People 2009 review.
l Provide basic computer training for employees in the factory
at Selby.
l Extend the Pembridge staff survey to also include the
office staff.
Total Number of Employees
at End of Calendar Year
500
450
400
350
300
250
200
150
100
50
0
395
395
495
The increase in staff numbers is primarily
due to the introduction of a second
production line in the Selby manufacturing
site, and an increase in IT staff numbers.
2014
2013
2012
2011
2010
2009
Total Number of Employees by
Employment Type at End of Calendar Year
185
182 211
210
213
284
Total Number of Employees by Contract
Type at End of Calendar Year
2014
2013
2012
2011
2010
2009
367
368
449
24
26
29
4
1
17
Employee Turnover by Gender
2014
2013
2012
2011
2010
2009
11.2
9.8
16.5
12.2
14.0 18.4
11.4
10.9
All
17.0
2014
2013
2012
2011
2010
2009
Employee Turnover by Age Group
Investment in Staff Training
50
45
40
35
30
25
20
15
10
5
0
23.8
25.026.2
6.8 11.4 18.2
9.7
5.7 11.1
8.7
6.9 13.5
7.7
33.3
33.3
11.4
10.9 18.0
2014
2013
2012
2011
2010
2009
435
533 609
2014
2013
2012
2011
2010
2009
Employee turnover dipped significantly in 2009 compared with preceding years. This was most likely caused by a combination of factors. Firstly,
despite the tough economic climate, there were only 6 redundancies within the 2009 reporting period. Secondly, the impact of the recession on
the UK economy discouraged people from leaving their jobs and seek employment elsewhere. In 2010, turnover remained low for similar reasons,
particularly in the age bracket that makes up two thirds of the working population at Kingspan i.e. 30-49. It remained so from 2011 to 2013. In 2012
and 2014 the high turnover in the over 60’s was due to retirements. In 2014 the turnover of staff increased due to the greater staff numbers, which led
to more recruitment, and highlighted issues with the recruitment process where the right candidate was not always employed first time.
The reduction in investment in staff training in 2009
was an inevitable consequence of the recession in
the construction industry. Prior commitments to staff
training and all essential training programs continued
as normal.
In 2010, investment in training started to recover and
by 2011 it was back to pre-recession levels. Higher
levels of investment in 2013 were a result of the
‘Developing Talent’ program which restarted this year,
and this investment has continued in 2014.

18
Health & Wellbeing
Context
Kingspan Insulation Ltd. has a strong reputation for
health and safety in the workplace and takes seriously
its responsibility for staff welfare. IiP reviews have
noted the company’s approach to occupational
health and wellbeing as a particular strength, and
investments continue to be made to ensure these
high standards are maintained. Provision of a high
quality working environment is viewed as fundamental
to maintaining healthy and motivated staff, and to
retaining staff for the long–term.
Relevant GRI Indicators
LA7
Rates of injury, occupational diseases, lost days,
& absenteeism, & total number of work–related
fatalities by region.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Health & Safety Management
l A Health and Safety Management System is in operation, which has been certified to OHSAS 18001 at the Pembridge site since 2005
and the Selby site since 2009.
l Accident reporting is in accordance with OHSAS 18001 guidance. All work–related injuries are recorded. A detailed log of each event
is maintained, and accidents are followed up by a full risk assessment and corrective action. The welfare of affected staff is monitored.
l “Near miss” events and safety concerns are reported to ensure that action is taken to avoid any potential for future injury.
This proactive management of accidents has substantially reduced the occurrence of actual injuries at the site (see figures to the right).
l Q-Pulse, new H&S and occupational disease trend monitoring software, has been introduced at both sites.
l No fatalities have been recorded in the company’s history.
l A visitor health & safety procedure has been implemented along IHSEP 028 guidelines.
l Safe & efficient fork lift truck operation training and incentives have been introduced at Selby.
l A Pedestrian Scale Policy is in place at Pembridge including demarcated pedestrian pathways and crossings.
l HSE alerts are used to benchmark the rate of injury and sickness with wider industry performance, in order to set targets.
Employee Health & Wellbeing
l A Human Rights Policy, a Handling Stress at Work Policy and a Discrimination & Bullying Policy have been implemented.
l Annual health assessments are provided for all, plus a pre-employment check for new employees and periodic health assessments
relevant to job function, with the opportunity to upgrade to a more extensive assessment at a subsidised cost.
l Directors are offered a ‘Gold’ level health check every two years.
l Occupational diseases are monitored in an Occupational Health Monitoring Programme.
l The health benefits of cycling to work have been promoted to employees.
l Free PSA tests are made available to all male employees over 40 on a regular cycle.
l A company doctor and occupational health practitioner are on hand to support the physical health of staff at both sites.
Employee Benefits
l A money purchase pension scheme is available to all staff, matched by the company at a rate of 5%, and a profit share is provided.
l Discounted membership of a local leisure centre has been arranged for all employees.
l A Cycle to Work Scheme was provided to all employees for the first time in 2009 and was introduced at Selby in 2011. This enables
the purchase of tax deductible cycles.
l Childcare vouchers and an Employee Assistance Programme are available to all employees.
Employee Facilities
l A manned staff cafeteria is in place at the Pembridge site, which provides a range of healthy meal options.
l Showers, lockers and kitchen facilities are provided to shop floor staff at both sites.
l There is minimal green space on-site at Pembridge due to former industrial land uses. At Selby there is a large area of grassland.
Staff at both sites have access to any available green spaces, and indoor / outdoor breakout spaces are available at both sites.
Working Environment
l The working environment of the shop floor has been substantially improved since 2004 and now demonstrates exemplary practice.
l Almost all sources of dust have dust extraction at source and production areas are subject to a weekly housekeeping and inspection
regime. Indoor air quality and plant extraction are regularly monitored, and this confirms very low levels of dust.
l An air cooling system has been installed to improve comfort for employees on the shop floor.
l Offices use a mixture of mechanical ventilation and air conditioning and most have opening external windows.

19
2014 Performance Highlights
The cycle to work scheme was again provided in 2014, allowing employees to purchase tax deductible bicycles.
The Healthshield scheme, a healthcare cash plan, is offered to all employees with different levels of cover available.
GRI Indicator Data
Action Plan
l Ensure that the benefits of healthy eating are publicised.
l Explore & program initiatives to involve staff in on–site
conservation / landscaping work, both to raise awareness
of biodiversity objectives & as a health & wellbeing / staff
engagement initiative.
l Investigate options for payroll giving or Give As You
Earn schemes.
Rate of Injury and Accidents Avoided Days Lost Due to Accidents Absenteeism Rate
25.00
22.50
17.96
18.15
24.20
19.69
13.16
2015 Target
2014
2013
2012
2011
2010
0.08
2015 Target
2014
2013
2012
2011
2010
1.02
1.71
1.79
2015 Target
2014
2013
2012
2011
2010
2015 Target
2014
2013
2012
2011
2010
2015 Target
2014
2013
2012
2011
2010
0.93
1.53
0.88
0.31
0.47
0.39
0.10
0.12
0.29
Near miss and
safety concern
reporting
0.02
0.02
The high level of safety concern reporting and near miss reporting reflects a working environment that has become safer
in recent years, this is also shown in a general reduction in injuries.
Accidents and absenteeism rates at
Kingspan Insulation Ltd. remain significantly
better than the national average.
The increase in absenteeism rates in 2013
& 2014 were due to a number of employees
who subsequently moved to long term
absence.
During 2014 Kingspan Insulation raised £6,628.34 for Arthritis Research
after employees in the sales department took part in a range of
fundraising activities, from cake baking to gruelling physical challenges.
At the annual sales conference, Kingspan Insulation’s divisional
commercial director set the sales team a 12 month goal to raise as
much money as possible for the chosen charity, Arthritis Trust.
The first of the challenges involved the Kingspan Roofing and Structural
team of challengers taking on ‘The Beast of Exmoor’, which involved
cycling over 50 miles through the Devonshire countryside. Despite a
few mechanical issues and some scrapes, 10 out of the 12 initial team
members completed the challenge, in just over 8 hours.
The second had the Kingspan TEK team face England’s highest peak,
Scafell Pike. The team of 8 took the Great End route via the Corridor
and climbed 3,209 feet above sea level, before descending via the great
Gable and returning to Seathwaite. The 9.5 mile trek took just over 9
miles, with the team facing some precarious paths and formidable drops
along the way.
The final challenge was completed by a group named the ‘Bonjour Bebe
Cycling Club’, a group of cycling enthusiasts from Kingspan insulation.
Together they faced a ‘létape du tour’ through the Pyrenees, climbing
the Col du Aspin (1,489 m) and The Tourmalet (2,115 m). Bonjour Bebe
travelled over 175km in total, and completed the challenge in a little
more than 8 hours.

20
Responsible Business
Context
Kingspan Insulation is committed to conducting its
business in an ethical, transparent and responsible
manner, both through internal operations and
external relationships with the supply chain and
other stakeholders. The company endeavours
to use local suppliers, contractors and materials
wherever possible, although this is limited by
the specific raw materials required for products,
especially for chemicals. When appropriate local
suppliers, contractors or materials are unavailable,
the company is committed to using fair trade or
otherwise responsibly sourced goods and services
wherever possible.
Relevant GRI Indicators
HR1
Percentage and total number of significant
investment agreements and contracts that include
clauses incorporating human rights concerns, or
that have undergone human rights screening.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Awards
l Kingspan Insulation Ltd. has been the proud recipient of the following awards:
– The Herefordshire & Worcestershire Chamber of Commerce CSR in the Community: Herefordshire (2013).
– The National Insulation Association Award (2011);
– The Sustain Magazine Business & Society Award for Governance (2010);
– The Herefordshire & Worcestershire Chamber of Commerce Environmental Award: Herefordshire (2010);
– The Sustain Magazine Property and Built Environment Award for Refurbishment (2009);
– The Herefordshire & Worcestershire Chamber of Commerce Business of the Year Award (2008); and
– The Herefordshire & Worcestershire Chamber of Commerce Business Commitment in the Community Award (2007).
– The Excellence in Recycling and Waste Management Award (2011);
Policies
l A detailed Ethical Purchasing Policy and a Local Supply Policy have been implemented.
l Kingspan Insulation Ltd. operates a Payment Policy and has a good reputation for prompt payment.
l A Whistleblower Policy and a Code of Conduct have been implemented and an external whistleblowing helpline is available. In line
with the Anti-Bribery Policy all Managers & Directors within the UK receive training on the Bribery Act 2010 and all Directors receive
refresher training on the Companies Act 2006. A risk mentor is available to the company.
Supply Chain & Procurement
l The purchasing department maintains a list of approved suppliers of the company’s main raw materials. Criteria for supplier approval
include certification to ISO 9001, evidence of robust Environmental Management and Health and Safety Management Systems, and
strong corporate responsibility commitments.
l Kingspan engages with key first tier materials suppliers to raise awareness of sustainability issues down the supply chain and to
encourage high standards of environmental, quality, and health and safety performance.
l Following concerted pressure from Kingspan Insulation, in 2009 the last of the manufacturing facilities, that supply the principle
polymer components for the Kooltherm ® and Therma ranges, achieved certification to ISO 14001 for its Environmental Management
System.
l Purchasing decisions are made on the basis of whole life costing.
l The company purchases the majority of its raw materials from the EU or OECD, which are assumed to be low risk in relation to
Human Rights violations.
l The company has switched to fair trade or Rainforest Alliance tea and coffee for staff kitchens and vending machines.
l Small and Medium Sized Enterprises (SMEs) are included in the supplier list. Collaborative research is undertaken with innovative
SMEs around the UK.
l Kingspan Insulation Ltd. engages local suppliers, notably for haulage, fork lift truck lease and maintenance, and procurement of pallets
for packaging.
l Five food suppliers are engaged at the Pembridge site, which are located locally in Shobdon, Hereford and Ludlow.
l Key services are also contracted to small local suppliers. For example, Leeds based SME suppliers used at the Selby site include
Dalesman Fabrications Ltd who provide Metal Fabrications, JP plant hire who lease plants and Aquaven who provide filtered water.
l Customer gifts, e.g. hampers, are locally sourced around Pembridge and, where possible, organic.
Investment
l Historically, the company has sought to invest at least 10% of capital expenditure in improvements to its environmental and social
performance.

21
2014 Performance Highlights
Expenditure on environmental and social performance has remained high; in 2014 31% of the company’s capital expenditure was on
projects designed to improve environmental and / or social performance.
During 2014, Kingspan Insulation maintained the demanding BES 6001 certification for responsible sourcing for all Kooltherm, KoolDuct
and Therma insulation products and cavity closers manufactured at Kingspan Insulation Ltd.’s British manufacturing facilities, as well
as Chain of Custody certification with the Forestry Stewardship Council (FSC) and the Programme for the Endorsement of Forest
Certification (PEFC).
Kingspan Insulation’s performance was recognised with a number of awards throughout 2014, including:
l Herefordshire Diamond County Awards – Winner, Best Large Company – May 2014 (Award for Contribution to the Community in
Herefordshire).
l Herefordshire & Worcestershire Chamber of Commerce Awards – Winner, Manufacturer of the Year – July 2014.
l West Midlands Chamber of Commerce Awards – Winner, Manufacturer of the Year – Sept 2014.
l West Midlands Chamber of Commerce Awards – Winner, The Sustainability Award – Sept 2014.
In 2014 Kingspan Insulation was selected to participate in a platform monitoring social and environmental performance, as part of
Saint-Gobain’s procurement policy, as well as becoming members of Constructionline which has been adopted by a large number of the
industry’s Main Contractors, avoiding the need for pre qualification documents for each individual main contractor.
Action Plan
l Increase use of locally sourced materials wherever possible
(i.e. local to Selby and Pembridge respectively).
l Achieve certification to BRE BES 6001, for both sites and all
product lines, including the Kingspan TEK Building System
and OPTIM-R.
GRI Indicator Data
Local Sourcing
40.6
33.9
33.7
34.9
2014
2013
2012
2011
For the purposes of this metric, local is defined as
being within a 1 hour drive of either the Pembridge or
Selby sites. The raw materials used to make Kingspan’s
products are not included in this metric, because no local
sources of supply are available. Packaging and all other
purchases are included.
In addition, the company leases its cars from a non-local
leasing company, however, although for that reason it is
not reflected in the new metric, over 50% of the cars it
leases are physically supplied by car dealerships local to
the Pembridge site.
Human Rights
98
98
100
100
2014
2013
2012
2011
In 2014 Kingspan Insulation covered the roof of its Sherburn-in-Elmet
site with Photovoltaic (PV) panels, forming a giant array which was
officially commissioned on 7th October 2014 by Department of Energy
and Climate Change minister, Amber Rudd.

22
Product Design & Material Inputs
(What raw materials are used)
Context
Kingspan Insulation’s products consist of two
material components: chemicals used to form the
insulating material, plus facings used to cover the
surface of the material. Information concerning the
precise nature and quantity of inputs is confidential,
however the table below outlines the nature of
materials used for the two categories of insulation
board manufactured.
In recognition of the environmental impacts
associated with the chemicals industry, the
company’s Environmental Purchasing Policy and
Resource Use Policy state that every effort will be
made to replace all or part of the base chemical
inputs with materials derived from waste streams
from other chemical or production processes, by
utilising other recyclable waste, or from sources with
an otherwise lower environmental impact.
The company is continually looking for opportunities
to utilise re–used or recycled materials in the
production process, where they will not compromise
product quality.
The extent of environmental impacts mitigated
through product innovation has not been quantified,
but Kingspan Insulation is proud of the achievements
made to date and remains committed to minimising
negative impacts and optimising the lifetime
performance of products and production processes.
Product type
Therma Kooltherm ®
Chemical Methylene diphenyl diisocyanate Phenolic resin; Blowing
Inputs (MDI); Polyol; Catalyst; Surfactant; agent; Catalyst; Other
Blowing agent; Other proprietary proprietary ingredients
ingredients
Facings Various facing materials, incl. aluminium, paper, glass
fibres, cork, fibreboard, etc.
Historical Achievements & Ongoing Activities
l The company’s products have a long life cycle and minimal maintenance requirements.
l In 2002, Kingspan Insulation became the first insulation manufacturer, and the third manufacturer from any sector, to undertake a
BRE certified Life Cycle Assessment (LCA). Kingspan Insulation has maintained continuous certification of its Therma TM range since
then.
l LCAs, certified by BRE Certification to the 2008 BRE Environmental Profiling Methodology, have been completed for the vast majority
of the company’s Kooltherm, KoolDuct and Therma insulation products, manufactured at Pembridge and Selby. All products profiled
received a certified BRE 2008 Green Guide Summary Rating of A+ or A.
l The company has been successful in persuading some of its suppliers to produce independent LCA data for its raw materials.
Information about the impacts of manufacture and product safety datasheets are available to customers on request.
l Use of recycled aluminium facings for boards has been explored but proved unviable as the performance was of insufficient quality.
l Research and testing has been carried out to increase the proportion of renewable materials in products. The use of a polyol derived
from cashew nut oil was investigated. However, a Life Cycle Assessment of the polyol showed it to have higher environmental impact
than that which it would replace, so it was not progressed. A by-product from paper manufacturing was also investigated as a
replacement raw material. Whilst it held promise, the supplier was not willing / able to commit the capital to manufacture in sufficient
scale.
l Trials of waste insertion technology to feed production waste back into the production cycle have proved successful.
l Clear targets have been adopted for the downcycled / recycled / renewable content of products.
l Use of solvent–based adhesives in manufacturing has been abolished, replaced by hot melt glue and moisture–cured urethane
adhesives.
l Both Pembridge and Selby have achieved Chain of Custody (CoC) Certification for the Programme for the Endorsement of Forest
Certification (PEFC) and the Forest Stewardship Council (FSC). All timber and timber products procured are PEFC or FSC Certified.
l All office paper has been switched to 100% recycled paper, and marketing print uses paper that is FSC certified from mixed sources.
l Lifecycle environmental impacts of marketing materials are taken into account.
l Supplier engagement is completed to gather relevant data for product life cycle assessment (LCA).
2014 Performance Highlights
Research and testing has continued to investigate increasing the proportion of renewable materials in products. During 2014 a new
polyol was brought into production in Selby for PIR products; made from recycled plastic drink bottles this has increased the amount of
recycled material in the Therma range manufactured at this production facility. There is an intention to widen the use of this polyol to other
manufacturing plants in the future.
During 2014 work has progressed into developing thinner insulation products that provide the same or better thermal performance with a
thinner insulation board.
Kingspan TEK 172 was launched in November, the thicker SIPs panels allowing out of the box compliance with Building Regulations /
Standards without any need for further insulation.
Materials used in the manufacture of Kingspan Insulation’s products
Relevant GRI Indicators
EN2
Percentage of materials used that are recycled
input materials.
EN26 Initiatives to mitigate environmental impacts
of products & services.
NB See Appendix A for background to GRI.

23
Action Plan
Percentage of Downcycled, Recycled or Renewable Input
Materials (incl. Chemicals and Facings)
0.90
0.57 0.75
0.81
0.77
0.75
2016 Target
2014
2013
2012
2011
2010
l Continue a program of product innovation to examine a
more ‘sustainable’ product, e.g. in terms of its source of raw
materials (i.e. increases in recycled, renewable or downcycled
content), design for recycling / downcycling, etc. This could
be through use of life cycle analysis.
l Continue research & development activity to enhance
resource efficiency & thermal performance of all products.
Recycled / renewable content of products is predominantly dictated by the source of input
chemicals. Currently there are very few sources of usable chemicals high in recycled /
renewable content. Kingspan Insulation Ltd. is working hard to increase this resource and
also find further alternative solutions to increasing recycled / renewable content. The data
for Therma are variable because of the varying use of 2 particular alternative chemical raw
materials.
Kingspan Insulation partnered up with the Institute of Physics to get
the 44ft ‘Lab in a Lorry’ to visit Wigmore, Lady Hawkins’ and Earl
Mortimer secondary schools.
With three distinct lab areas in the lorry, groups of students took part
in experiments which showed them why the sky is blue and even how
to save a patient who has swallowed a foreign object.
There were no right or wrong answers, and the sessions were not
about teaching physics, but rather designed to connect the children
with the subject, and encourage their curiosity and questions.

24
Raw Material Use & Manufacturing Efficiency
(How much raw materials is used and how much waste is made)
Context
Kingspan Insulation Ltd. recognises the need to
reduce consumption of virgin materials in light of
increasing pressures on natural resources.
The Environmental Purchasing Policy ensures that
focus remains on waste elimination. The purchasing
department actively pursues materials and
technologies which reduce overall waste.
Historical Achievements & Ongoing Activities
l Quality and Environmental Management Systems, certified to ISO 9001 and 14001 respectively, are in place at both sites.
l Lean manufacturing techniques, Six Sigma, statistical process control (SPC) and supervisory control and data acquisition (SCADA)
have increased the conversion efficiency of manufacturing.
l The manufacturing facility at Pembridge has undergone a ‘World Class” manufacturing status review, which identified “World Class”
practices in 17 out of 19 areas. The two areas where “World Class” practices are not in place have been addressed.
l Since 2008, Kingspan Insulation has undertaken a number of initiatives to address the accuracy and consistency of data collection
systems at both manufacturing sites. The introduction of SAP has significantly improved matters and provides real time monitoring of
the manufacturing process.
l A performance cockpit tool has been developed to monitor trends and benchmark performance at each site. The software also
enables manufacturing to be monitored and a traffic light system is used to communicate deficiencies in the process.
l Factory hardware consists of best practice and most appropriate technology.
l Cost savings have been realised through reducing the length of long–cut boards with associated savings in materials consumed.
l The efficiency of the manufacturing process at Pembridge has been improved by ceasing production of a scrap-intensive product.
l Material inputs are closely monitored. Exact amounts of constituent materials are known and measured against product output.
l Refinements to the manufacturing process have significantly reduced the density of Therma TM products without compromising
performance. The density of Kooltherm ® products has also been significantly reduced. Both actions have decreased the use of
raw materials.
l In 2009, advances to the manufacturing process allowed Kingspan Insulation to reduce the thermal conductivity of all products
manufactured at Pembridge and Selby, and, as a result, Kingspan Insulation can offer thinner insulation products with lower material
inputs. Kingspan Insulation continues to look at ways to reduce the thermal conductivity of all products.
l The newer manufacturing line at Pembridge and the line installed at Selby have the facility to ‘flush–back’ left over chemical input still
in the pipes prior to a new product run. This avoids wasting chemical input and production of potential scrap product.
l Packaging materials have been substantially reduced. Scrap insulation boards are cut to form skids, thereby removing the need for
wooden pallets in storage and transit of most products.
l The use of wooden pallets to store and transport products has been further reduced by the introduction of EPS skids for most heavy
products.
l Wood pallets have been eliminated from virtually all incoming deliveries.
l Adjustments to the packaging process have reduced the amount of plastic shrinkwrap and tightwrap used for each pack of insulation
boards by approximately 25%.
l All printers default to double sided printing if able to, and individual personal printers are only in place where absolutely necessary.
l Production of promotional materials is determined against the anticipated number needed for distribution.

25
2014 Performance Highlights
Kingspan Insulation continues to implement a model of excellence for WCOM for both the Pembridge and Selby plants.
Kingspan Insulation has a program of continuous improvement which has been ongoing throughout 2014. A key area of focus has been
reducing manufacturing waste and improving efficiencies on the production lines to ensure that a minimum amount of waste product is
produced.
A reduction in the thickness of EPS skids at both Pembridge and Selby has led to cost savings of 40p per strip in Selby and 15p per strip
in Pembridge.
Action Plan
Product
l Continue to review initiatives for reducing waste from the
manufacturing process, to ensure that real reductions are
secured for overall production waste volumes. Set targets for
reduction to drive decreases in waste per m 3 product.
l Continue product research and development exercises to
achieve decreases in total materials consumption and density
and increases in recycled, renewable or downcycled content.
l Achieve Gold status in WCOM for both Pembridge and Selby.
Office
l Monitor paper usage: a good practice office uses seven
reams of paper per person per year.
l Raise awareness about user controls to printers to reduce
unwanted printing left at printer points.
GRI Indicator Data
Total Material Inputs
48.7
46.3
46.9
35.5
36.8
33.7
20.7
23.224.3
5.6
5.8 7.9
69.5
69.571.2
41.1 42.5
41.6
Mass of Waste Generated by Product
2016 Target4.00
2014 3.50
2013
3.00
2012
2011 2.50
2010 2.00
1.50
1.00
0.50
0.00
1.64
1.32
1.38
3.20
3.81
2.70
The slight increase in chemical inputs and facings during 2014 is due to the different product sales mix. For facing materials there are no targets,
because the figures are heavily dependent on product sales mix, which is largely beyond the company’s control.
As this is a new metric, added to show data broken down
by product, there is limited historical data available.
Mass of Hazardous / Non–Hazardous Waste Generated
3.50
2.08
2.02 2.21
48.7
46.3
2.21
2.14 2.27
Total Packaging Materials
0.67
0.68
0.71
0.61 0.75
0.71
69.5
69.5
41.1 42.5
2015 Target
2014
2013
2012
2011
2010
0.17
0.12
0.06
Total
35.5
36.8
20.7
23.2
5.6
5.8
0.03
0.07
0.11
Scrap PIR and bought–in EPS skids continue to replace timber pallets as
packaging material wherever possible. This is dependant on product, resulting
in an increase in the use of timber pallets in 2013.
For packaging materials there are no targets, because (a) the number of skids
and pallets used is heavily dependent on product sales mix, which is largely
beyond the company’s control, and (b) there is little or no scope to reduce the
quantity of polythene used without compromising the efficacy of the packaging.

26
Waste Management
(What is done with waste)
Context
Kingspan Insulation Ltd. is committed to the
principles of the waste hierarchy: avoid, reduce,
re–use, recycle, and dispose responsibly.
The Environmental Purchasing Policy ensures that
waste is disposed of by the most environmentally
sustainable means. The company applies the Best
Practical Environmental Option (BPEO) principle to
all waste streams. Kingspan Insulation Ltd. is also
committed to reducing the levels of waste generated
by products when they reach construction sites, and
ultimately to providing an end–of–life solution
for the disposal of all non–reusable products.
Relevant GRI Indicators
EN22 Total weight of waste by type & disposal method.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Waste Management Process
l Kingspan Insulation Ltd. has set up a Waste Working Group to find the best disposal routes for waste materials from manufacturing
and that collected via the Site Waste Take-Back Scheme.
l An audited Waste Management Procedure has been established as part of Kingspan Insulation Ltd.’s Environmental Management
System. The procedure covers correct definition and labelling of waste streams, waste management flows for all waste streams
generated on–site, and processes for disposal of plant equipment and Waste Electrical and Electronic Equipment (WEEE).
l Waste management is sub–contracted, but the disposal route of each material is tracked and volumes reported. The sub–contracted
waste company is routinely audited.
Waste from Inbound Materials
l A waste sorting and reclaim area is in operation within both factories, where metal, paper, cardboard, roll cores, polythene and wood
wastes are separated and measured. Plastics and cardboard are baled and sold to external companies for recycling or downcycling.
Manufacturing Waste
l Manufacturing staff have been trained in waste segregation. Waste Management Industry Training & Advisory Board training has been
provided to all main operators responsible for managing waste. Waste champions have been appointed.
l Special waste represents a small proportion of total waste. It is sorted, labelled and transferred for treatment or incineration.
l The recycling area at Pembridge has been expanded and, as a result, less material is now being sent for sale as second quality.
l Second quality boards are sold to a specialist second quality board distributor, damaged boards are cut to create packaging skids.
l Kingspan collaborated with the National Industrial Symbiosis Project (NISP) to identify potential recycling and recovery outlets.
l The company has continued to explore potential disposal routes for recycling and downcycling of waste products.
Office Waste
l Segregation facilities are provided within offices for paper, cardboard, and printer cartridges. Cooking oil is collected and recycled.
l Waste office electrical equipment is donated to charities and schools where possible.
Other Waste Materials
l General waste is collected by a waste management contractor and is recovered in a Materials Recycling Facility. The logistics supplier
recycles engine oil and engine filters, whilst the tyre servicing contractor recycles over 90% of waste tyre products.
l Waste concrete or hardstanding generated from on–site construction works is retained for future use as hardcore.
l Garden waste is composted.
Construction Site Waste
l Pre–mitred boards have been designed to reduce waste generated through cutting boards to fit flat roofs on construction sites.
l Although the product tends to be landfilled, the company can advise the customer on alternative methods of disposal or on re–use.
l Kingspan Insulation became signatories to the WRAP Halving Waste to Landfill initiative.
l An award-winning Site Waste Take-Back Scheme collects waste insulation off-cuts from construction sites. These off-cuts use the
same disposal routes as manufacturing waste.

27
2014 Performance Highlights
The Waste Working Group continues to develop solutions to minimise waste and to find the best disposal routes for waste materials from
manufacturing and those taken back from construction sites. The availability waste take back scheme has been extended throughout
2014.
Having resolved the issue with the collapse of a waste to energy route in 2013, both the Pembridge and Selby manufacturing facilities are
continuing to implement improvements throughout the manufacturing process, working towards a 95% target for landfill avoidance, using
the principles of reduce, reuse, recycle.
Action Plan
Manufacturing Waste
l Continue research and development activity to identify
suitable, non-landfill, disposal routes for manufacturing waste.
l Fulfil target for 95% (pbw) of waste leaving the manufacturing
sites to be destined for suitable, non-landfill, disposal routes.
Construction Site Waste
l Install a new muncher to enable larger volumes of
construction site waste take-back to be handled.
l Continue research and development activity to identify
suitable, non-landfill, disposal routes for waste collected via
the Site Waste Take-Back Scheme.
GRI Indicator Data
Mass of Total Waste by Type and Disposal Method
Demolition Waste
l Contribute, via Trade Associations, to finding a solution for the
safe disposal of older product containing CFCs and HCFCs
(as blowing agent).
0.13
0.12
0.06
0.05
0.07
0.06
0.57
0.53 0.61
0.01 0.22 0.05
0.09
0.09
0.10
0.56
0.54
0.52
0.00
0.00
0.00
0.00
0.00
0.79
0.79
0.57
0.88
2014
2013
2012
2011
2010
2009
In 2012, significant progress was made in reducing the amount of insulation waste to landfill. The decrease in waste to energy and subsequent increase in waste to landfill, for both insulation and general
waste in 2013 was due to the collapse of a ‘waste to energy’ route.
Percentage of Waste
Not to Landfill
87.06
76.86 88.15
Site Waste Take-Back
0.90
0.80
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
2016 Target
2014
2013
2012
2011
2010
0.63
0.35
0.18
Percentage of Waste Not
to Landfill by Product
0.90
2015 Target 0.80
2014
2013
2012
2011
2010
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
80.90
83.90
95.00
0.63
0.35
72.41 92.45
95.00
0.18
2015 Target
2015 2014 Target
2014 2013
2013 2012
2012 2011
2011 2010
2010
The collapse, in 2013, of one of Kingspan’s
“waste to energy” disposal routes, for phenolic
insulation waste, resulted in a decrease in the
amount of waste not to landfill.
The reduction in site waste takeback
reflects the downturn in the External Wall
Insulation (EWI) market during this period.
The decrease in percentage not to landfill in
2013 was due to a collapse in a ‘waste to
energy’ route. As this is a new metric, added
to show data broken down by product, there
is limited historical data available.

28
Water Consumption & Disposal
Context
Kingspan Insulation Ltd. recognises the necessity to
minimise consumption of water resources on–site,
particularly from municipal supplies. The company
aims to act responsibly and comply with all relevant
legislation in conserving water, managing water
supplies to site, and monitoring water that escapes
from site from point sources. Kingspan Insulation
Ltd. aspires to best practice water management
and aims for continual improvement in water
use. The company seeks to develop policies and
investigate technologies that will reduce the volume
of water consumed.
Relevant GRI Indicators
EN8
Total water withdrawal by by source.
NB NB See See Appendix A C for for background to to GRI. GRI.
Historical Achievements & Ongoing Activities
Source
l Operations across both sites are 100% dependent on municipal water supplies.
l Water abstracted from a licensed borehole on–site at Pembridge is supplied to a local farmer.
l Options to develop a rainwater harvesting system to collect water from the warehouse roof at Pembridge have been explored, but
their poor investment return proved prohibitive.
l The potential for greywater harvesting on existing buildings at both sites has been explored but is not financially viable.
l The Building Development Policy dictates that all future building works should consider rainwater and greywater harvesting where
practicable.
Use
l The manufacturing process requires relatively little water.
l Testing and maintenance of the sprinkler system has been identified as the main user of water on both sites. As a result, at Selby, the
sprinkler system was updated.
l All water piping at Pembridge has been mapped and checked for leaks. At Selby, a leaking pipe has been replaced.
l Water–efficient appliances have been installed where possible at both Selby and Pembridge, although low water pressure in the main
offices at Pembridge prohibited the use of push taps and other water saving devices.
l The Building Development Policy dictates that, where practicable, water–saving devices are incorporated into all future water
consuming plant installations.
l A policy, action plan and targets have been developed for ongoing improvements in water management.
l Five water sub–meters have been installed across the Pembridge site to monitor water consumption more precisely and identify
potential savings. Readings are taken on a weekly basis. A new water meter has been installed at Selby enabling the site to monitor its
water consumption more accurately.
l Action has been taken to increase staff awareness of the importance of water conservation.
Disposal
l The Pembridge site has no foul drainage. Septic tanks, biodigesters and a reed bed are used to store and treat waste water.
Water emitted from the reed bed is regularly tested for quality by the Environment Agency.
l The potential to install a biodigester waste treatment plant and / or reed beds to purify waste water at Selby has been investigated, but
were considered uneconomical. The site produces a limited amount of foul drainage and already has effective mains drainage in place.
2014 Performance Highlights
Water data continues to be reported to the Kingspan Group on a monthly basis. Several previously unidentified leaks in old water
systems were repaired.

29
GRI Indicator Data
Total Water Consumption
0.014
0.010
0.010
0.007
0.007
The reduction in water consumption was
due to the identification and rectification
of several leaks in old water systems.
2015 Target
2014
2013
2012
2011
2010
Action Plan
l As part of future site development / biodiversity management
works, consider the introduction of a Sustainable Urban
Drainage System (SUDS) for hard–standing areas, to more
effectively manage water runoff. This could be done by
incorporating more vegetation on the site and / or replacing
asphalt with permeable and semi–permeable alternatives.
l Consider initiating an in–house programme to regularly
monitor levels of pollution in all water courses local to the site.
l Investigate the potential to map all water piping at Selby and
check for leaks.
l Explore the potential for recapturing water drained during
testing and servicing of the sprinkler system for re–use.
l Install water sub–meters at Selby to monitor water
consumption more precisely and identify potential savings.
450 children from 15 primary schools in North Herefordshire and NW
Worcestershire found out what they can do to help tackle climate
change at a series of workshops, organised with a £6000 grant from
the Kingspan Insulation Community Trust.
The Climate Champions Project is run by Concern Universal and
provides a fun and interactive learning experience for pupils. During
the workshops each child made a fuel efficient `flowerpot’ stove out
of clay. The stove is used by the charity in Malawi and uses 40%
less firewood than its conventional alternative, helping to reduce
deforestation.
The children were also able to produce their own news reports on how
we can improve our environment and built a display in Leominster
Tourist Information Centre, where each of the pupils pledged to protect
the planet.
Jo Davies, Development Education coordinator at Concern Universal
said
“We are extremely thankful for the Community Trust’s support with
this project. The work has sparked lots of critical discussion about our
environmental responsibility towards our local and global community;
and we have been overwhelmed by the positive response from the
children.”

30
Energy & Greenhouse Gas Emissions
Context
Kingspan Insulation Ltd. recognises that greenhouse
gas emissions reduction represents one of the major
challenges facing business and governments in the
21st century. The company provides products to the
construction industry that reduce energy consumption
and the emission of greenhouse gases. Kingspan
Insulation Ltd. is committed to minimising the
greenhouse gas emissions from its manufacturing
processes.
The company has already introduced measures
to reduce the emissions from current business
activities, and continues to approach all new
business ventures with greenhouse gas emissions
reduction firmly at the forefront of decision–making.
Kingspan Insulation seeks to continuously improve
its performance in all areas of business and maintain
its reputation within the construction industry as
a company actively addressing greenhouse gas
emissions reduction.
Relevant GRI Indicators
EN3 Direct energy consumption by primary energy
source.
EN4 Indirect energy consumption by primary energy
source.
EN16 Total direct & indirect greenhouse gas emissions
by weight.
EN18 Initiatives to reduce greenhouse gas emissions
& reductions achieved.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Management Systems
l There is a company policy on Greenhouse Gas Emissions, containing objectives for energy use and decarbonisation.
l Energy use is monitored by means of energy meters for gas and electricity, with increased sub–metering.
l Energy consumption reporting, on both sites, uses an online tool which is able to display half-hourly gas and electric use in real time.
This resource has helped monitor energy use, react to anomalies more quickly, and formulate strategies to reduce energy use. Energy
consumption and associated greenhouse gas emissions are measured and reported annually.
Decarbonisation
l In 2008 a CHP plant was commissioned at Pembridge with the aim to reduce the emissions associated with energy supplies for the
site. Waste heat is used in the production process and to heat the warehouses and factory. In 2010, the CHP plant was upgraded to
improve heat recovery.
l Investigations into installing a wind turbine at Pembridge revealed a “wind availability factor” too low to justify the investment. In 2011
Kingspan installed one of the largest photovoltaic (PV) arrays in the UK on the roof of its Pembridge manufacturing facility. This covers
5,583 m 2 and has a design capacity of 800kW, providing approximately 10% of the site’s electricity demand.
l Kingspan has registered for the UK Carbon Reduction Commitment Energy Efficiency Scheme. In 2011, Kingspan Group introduced
a target to achieve Zero Net Energy by 2020. As an interim step, each Division of the Group must achieve a minimum of 8% energy
consumption reduction and replace 50% of all grid based energy with self generated renewable energy by 2016.
Manufacturing Energy Use
l Increased conversion efficiency of raw materials has resulted in significant reductions in energy consumption per unit of production.
l A number of measures have been implemented wherever practical on both sites to increase energy efficiency, such as:
– energy efficient compressors; improved controls for extraction and compressed air systems;
– a compressed air survey was undertaken at Pembridge to identify leakages at the site and all leaks were fixed;
– temperature control of curing ovens was improved, with an estimated energy saving of 20%;
– soft starters and load demand sensing on all large motors to reduce power use on start–up;
– rapid roll doors on warehouses to reduce opening time and thereby space heating requirements;
– the introduction of load demand control on large extraction fans;
– variable speed motors on production lines;
– skylights to increase daylighting and energy efficiency; and
– replacement of halogen lighting systems with highly energy–efficient holophane lighting systems.
l All fork lift trucks are Liquid Petroleum Gas (LPG) powered at the Selby and Pembridge sites.
l In 2011 an energy efficiency review of the Pembridge site was undertaken by Johnson Controls, with improvement opportunities
suggested.
l A Liquid Petroleum Gas (LPG) tank has been installed at Pembridge to store fuel for LPG powered fork lift trucks.
l Trials have taken place into replacing shrink wrap product packaging with less energy–intensive tight wrapping. Whilst energy saving
was possible, the quality of packaging decreased to an unacceptable level so further trials have been abandoned.
Office Energy Use
l Occupancy sensors, energy saving bulbs and thermostats have been installed in office blocks.
l Heating, lighting and printer equipment are switched off when not in use, specifically at night.
Other Climate Change Issues
l Air–conditioning or refrigeration equipment is CFC / HCFC–free. The use of HFC refrigerants is managed. Their acceptability is
assessed on the basis of total equivalent warming impact (TEWI) and the lowest impact equipment is purchased where viable.
l Kingspan Insulation’s products are CFC / HCFC free.
l New video-conferencing equipment has been installed at both Pembridge and Selby sites.

31
2014 Performance Highlights
During 2014 significant progress was made in reducing the energy demand and developing new renewable energy infrastructure at both
the Pembridge and Selby sites. Energy awareness and involvement has been raised across the business with circulated emails and a
poster campaign.
At Selby a bespoke 15,000 m 2 Rooftop Solar PV system was installed. This 2.5 MWp system is expected to generate 2.14 GW . h of
electricity per year; enough to power 500 homes. Inside the building, intelligent controls were installed alongside LED luminaires. As a
result the energy consumption has been drastically reduced and the building now achieves an EPC grade of ‘A’. The overall operational
cost of the building’s lighting has fallen by 91%, with savings generated expected to pay for the installation of the system in just over
three years. A heat recovery system was also fitted.
In Pembridge the new local anaerobic digester (AD) plants came on stream at the end of the year, to export both heat and power. The
500 KVA electrical input, which will provide 2 GW . h annually, has been synchronised with the PV scheme to create a priority system
where grid electricity has the lowest demand priority. Based on 2013 consumption the AD plant will replace 2.7 GW . h/a of electricity i.e.
40% of the current grid demand. This site will also provide 2 GW . h per annum of heat energy in the form of hot water which is directed to
two recently installed heat recovery systems. Inputs from the AD plants are not included in the graphs below as full production of energy
did not start until January 2015.
During 2014 the Pembridge site was accredited with the ISO 50001 Energy Management System. A similar initiative is planned for Selby.
GRI Indicator Data
Grid Supplied Energy Consumption
40.3
36.7
40.1
39.2
00.0
118.9
117.8
121.4
100.0
00.0
2016 Target
2014
2013
2012
2011
2010
Energy Consumption from On Site Production
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
0.8
0.9
2.4
6.7
2016 Target
2014
2013
2012
2011
2010
Action Plan
l Install gas and electricity sub–metering in all warehouse areas,
individual production lines and ancillary machinery, to enable
targeting of areas for energy savings. Install centralised energy
monitoring software that feeds from the sub-metering data.
l Utilise centralised energy consumption monitoring data to
enable management to understand consumption demands,
trends and opportunities for future energy savings.
l Install LED lighting, where practicable, throughout the
business.
l Install daylight detection sensors to factory lighting to ensure
that electric lights are only used when daylight levels are
below a practical minimum.
l Install proximity detection shut–off to lighting, where
practicable and not already in place, throughout the business.
l Install on-site low or zero carbon energy sources for both
Pembridge and Selby production plants, in order to meet the
Kingspan Group Zero Net Energy Target.
l Ensure teleconference facilities are used by staff.
l Reproduce the success of the manufacturing energy
awareness scheme through an office education programme for
all staff to increase energy efficiency and reduce consumption.
A new OPTIM-R line was commissioned which increased
electrical energy demand for the site which meant the
grid electricity did not decrease by a significant amount
however grid natural gas reduced as renewable heat from
AD plant iis being used instead of CHP plant which uses
natural gas. The CHP is being de-commissioned.
The increase in consumption
from on site production is due
to the introduction of the PV
array at Selby.
CO 2 Equivalent Emissions per Unit of Energy Consumed
79.79
70.29
73.64
79.16
00.0
2016 Target
2014
2013
2012
2011
2010
CO 2 Equivalent Emissions by Energy Source
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
6,046
5,505
6,016
5,884
6,732
6,668
6,872
5,657
2018 Target
2014
2013
2012
2011
2010
Emissions from direct and indirect energy consumption were calculated using conversion factors
obtained from the Department of Environment, Food and Rural Affairs (Defra), by way of the UK
Greenhouse Gas Inventory for 2009.
This proposed an emissions level of 0.20374kg CO 2 per kWh of natural gas consumed, and a
conversion factor of 0.54055g CO 2 per kWh of grid electricity consumed (5–year rolling average).

32
Transport
Context
Kingspan Insulation Ltd.’s rural location has
historically made transport a challenging area to
manage, but one in which the company strives for
best practice both for staff travel and haulage.
Due to the limitations of rail and water transport for
accessing the sites, all freight transported to and
from Kingspan Insulation Ltd. is delivered by road
vehicle. The company recognises that transportation
of constituent materials and products to and from
its manufacturing sites presents significant impacts
to the environment at large, and specifically to
local communities. The company is committed
to minimising these impacts. Please also refer
to the section of this report titled “Social and
Community Initiatives”. The main logistics supplier
has an environmental policy and is working with
Kingspan Insulation Ltd. to improve environmental
performance. The company endeavours to
rationalise and centralise product deliveries so
that fewer trips are made, and to pursue continual
performance improvements.
Historical Achievements & Ongoing Activities
Inbound Logistics
l The vast majority of constituent materials sourced from overseas are imported by ship and road.
l Policies are in place to rationalise material deliveries wherever possible and the majority of materials are delivered in large articulated
vehicles or tankers to reduce vehicle movements.
l Companies delivering materials are advised of the most efficient routes, with minimum disruption to the local community.
Outbound Logistics
l A Transportation Policy and Action Plan has been developed to establish a systematic approach to ‘greening’ freight transport.
l Outbound logistics are managed by an external haulage contractor, in liaison with Kingspan Insulation Ltd.
l Overall fuel efficiency of the transport fleet has increased through measures such as:
– bonuses are paid to haulage drivers, based on fuel consumption;
– a miles per gallon (MPG) tracker has been introduced and MPG targets set for all haulage vehicles;
– a company ‘fuel champion’ has been appointed and MPG has also been adopted as a KPI; and
– aerodynamic styling has been introduced to haulage units and engine efficiency is upgraded as new units are introduced. In 2011
the company upgraded vehicles to EURO V engines.
l Further measures to reduce mileage and maximise container and fleet utilisation have been introduced such as:
– more efficient routing systems to reduce mileage and maximise ‘back haul’ opportunities;
– HGVs with a capacity of 63 m 3 have been replaced by demountable vehicles with a potential capacity of 92 m 3 ; and
– the introduction of the Selby site has dramatically increased transport efficiency due to its location in the north of the UK.
l During 2011, Kingspan Insulation Ltd. employed a logistics consultant to benchmark its performance and that of haulage providers.
New software to improve logisitcs performance further was introduced in 2011. Driver behaviour has been targeted through SAFED,
resulting in an 8-10% reduction in transport miles. Alternative fuels, such as biodiesel, have been investigated. Moving to 95%
biodiesel was rejected on sustainability and economic grounds. Outbound haulage vehicles currently utilise a 5% biodiesel mix.
l Rail freight has been explored but was considered impractical from a financial and logistical perspective.
Staff Travel
l The rural location of the Pembridge site and its distance from local towns means that the site is dependent on road transport and
there are few viable alternatives to the private car for employee travel.
l The Selby site is in closer proximity to local communities than Pembridge and is well served by public transport (bus and rail).
l A staff travel survey was undertaken across both sites to understand patterns of transport use and reasons for poor uptake of more
sustainable travel options. Feedback was used to guide a Green Travel Plan which was launched in 2008 and incorporates incentives
for car sharing, which is done by a significant proportion of employees.
l Negotiations have been undertaken with local bus service providers with the aim to improve public transport links to the Pembridge
site, although a financially agreeable solution for both parties could not be reached.
l A small number of employees cycle to work at both sites, secure and covered bike storage areas have been provided at Pembridge
and showering and changing facilities are available in the factories at both sites.
l The financial and environmental benefits of more sustainable commuting methods have been promoted to employees and a
“Guaranteed Lift Home” scheme with local taxi firm is in place for both Pembridge and Selby.

33
2014 Performance Highlights
Feedback from the local community survey which was carried out in 2014 has shown that transport in and out bound to the Pembridge
and Selby sites has minimum disruption to the local community.
An increase in site deliveries, from 13% to over 65% in the last five years, has resulted in a new set of challenges which ongoing work is
addressing, especially by raising customer awareness of the issues.
The official car sharing scheme for employees was cancelled in 2014 due to lack of take up with staff. The formal nature of this, including
online registration, had proven to be a barrier to use, whereas unofficial car sharing arrangements in both Pembridge and Selby,
combined with a cycle to work scheme have been found to be a more effective method of reducing staff travel impacts.
GRI Indicator Data
Volume Delivered per
Vehicle Dispatch
Fuel Efficiency of Oil
Based Diesel
Fuel Efficiency of All
Diesel Used
Action Plan
l Investigate changing outbound logistics fleet from square
sectioned trailers to aero-dynamically shaped trailers.
l Continue to work with hauliers to improve transport efficiency,
in terms of fuel types, driving practices & distances travelled.
l Provide secure, covered cycle storage facilities at Selby.
l Promote car sharing by providing “car share only” parking
spaces.
l Improve logistics performance by carrying out the
recommendation of the 2011 logistics consultancy report.
52.6
51.5
52.9
52.9
52.7
63.0
10.15
10.16
10.56
9.65
9.6510.03
2015 Target
2014
2013
2012
2011
2010
Fuel efficiency data are calculated from mileage figures recorded by tachographs and gallons of fuel
consumed from fuel provider. Fuel is 95 per cent oil–based.
Marches Family Network provided a number of new and exciting
activity ‘Play Days’ for local disabled children, thanks to funding from
the Kingspan Insulation Community Trust.
Established back in 1982, Marches Family Network is an independent
charity which provides help and support to over 170 families. Its ‘Play
Day’ events are a popular and essential opportunity for local disabled
children and their siblings to play, make new friends, learn new skills,
socialise and have a go at new sports and activities, in a friendly and
welcoming environment.
The charity applied for, and received, a grant from the Kingspan
Insulation Community Trust. This enabled it to arrange a series of new
sessions including trampolining, quick cricket, horse riding, zumba
and sailing.
Vicky Nicolson-James, Marketing Co-ordinator at Marches Family
Network commented: “The Play Days are a really great way for
the children and young people to stay fit whilst learning new skills,
overcoming challenges and building strong friendships. In addition to
organising these opportunities we also offer a wide range of support
services to parents including advice, advocacy, help with form filling
and signposting.”

34
Social and Community Initiatives
Context
Kingspan Insulation resolves to be a considerate
neighbour to local communities. It recognises the
need to communicate directly with neighbours, to be
transparent about activities which might affect the
surrounding area, and to take a responsible attitude
towards potential impacts. A proactive approach
is taken to consult with neighbouring communities
and ensure that they share in the benefits of the
company’s successes. Local groups are actively
engaged in sustainability initiatives led by Kingspan
Insulation.
Relevant GRI Indicators
EC1
SO1
Donations & other community investments.
Programs & practices to assess impacts of
operations on communities.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Charitable Initiatives
l The company aims to achieve a target of investing 0.25% of pre–tax profits into community and charitable initiatives.
l The Kingspan Insulation Community Trust was established in 2006 as a registered charity, through which the company donates to
community initiatives. Grants are made annually at the discretion of a Board of Trustees. Funding is awarded for projects supporting
ecology and biodiversity, healthy recreation for young people, or road safety. Details of projects funded by the Kingspan Insulation
Community Trust can be found at www.KingspanInsulationCommunityTrust.org.
l In order to support Local Agenda 21, the grant giving of the Kingspan Insulation Community Trust favours Parish Plan initiatives.
l Funding was provided to support the development of an “Ecoclassroom” at Lady Hawkins’ School. For more information visit: www.
kingspaninsulation.co.uk/About-Us/Community/Schools/Specialist-School-Sponsorship.aspx
l Funding was provided for the design and delivery of a theatre production engaging schoolchildren in sustainability themes during 2007
and 2008. For more information visit: www.kingspaninsulation.co.uk/About-Us/Community/Schools/Sustainability-Education.aspx
l Donations have been made to support the achievement of specialist school status at Tenbury High School, Lady Hawkins’ School
and Wigmore High School, located in proximity to the Pembridge facility.
l Kingspan Insulation Ltd. provides match funding of up to £100 per employee undertaking fundraising activities on behalf of registered
local charities, and up to £50 for national charities.
l Old IT equipment is offered to local schools and charities free of charge.
Community Engagement
l The company sponsors, and contributes articles to, four local village newsletters, to inform stakeholders about business activities and
projects in areas of environmental impact, social engagement, resource use and economic viability.
l Community–facing websites are maintained, detailing ongoing initiatives and the work of the Community Trust. For more information,
visit: www.kingspaninsulation.co.uk/About-Us/Community.aspx and www.KingspanInsulationCommunityTrust.org
l Since 2008, the company has conducted a biannual community consultation exercise to refine and improve community engagement
initiatives.
l The company hosts a number of industry experience days each year at Pembridge. These are activity packed days covering various
area of the business i.e. design, marketing and manufacturing. It is also involved in various careers education schemes at local
secondary schools. This includes mock interviews, school enterprise days, careers conventions and work experience. For more
information visit: www.kingspaninsulation.co.uk/About-Us/Community/Schools/Careers-Education.aspx
Mitigating Community Impacts
l Noise assessments have been undertaken around both sites, and noise levels found to be below statutory minimums.
l The locations and setting of both sites mean that there is minimal conflict with surrounding land uses.
l 24–hour manned security is in place, in addition to CCTV and perimeter protection to maintain both safety and security.
l Lighting at Pembridge has been re–angled to mitigate its impact on surrounding residents, and meets with local council approval.
l A ‘Geofence’ system has been implemented in 12 villages local to the Pembridge site, to monitor haulage vehicle speeds.
l The company provides maps, in eleven languages, to help correct routing of inbound haulage. In 2011, route maps for inbound
haulers were adjusted to help mitigate a problem with traffic in the village of Marston, local to the Pembridge site.
l Community consultations have resulted in initiatives such as increased night–time haulage and specific local routing to manage noise
impacts from haulage and road safety concerns.
l During 2009 a system was introduced to log formal complaints from the local community, for which there is a target of zero.
l In 2009, Kingspan Insulation Ltd. ran a Road Safety event for local schools to teach the children about the dangers of large vehicles
on rural roads. For more information visit: www.kingspaninsulation.co.uk/About-Us/Community/Schools/Sustainability-Education.
aspx.
l There are no significant local air pollution sources and monitoring of emissions to air is undertaken regularly, as required by legislation.

35
2014 Performance Highlights
During 2014, Kingspan Insulation carried out a sustainability-focused consultation exercise with the community surrounding the
Pembridge site. A series of interviews was carried out with a random selection of members of the community. The conclusion of the
exercise is that Kingspan Insulation’s current reporting approach more than covers the issues and expectations raised by members of the
local community.
The majority of charitable activity continues to be co-ordinated through the Kingspan Insulation Community Trust. In addition to this
staff have been involved with raising money for various charities through the year. In 2014, Kingspan Insulation’s donations to local
community and charitable initiatives equated to 0.43% of pre-tax profits.
Collaborative work has continued with schools in the local area to the manufacturing sites, including supporting the Institute of Physics
‘Lab in a Lorry’ visits to local schools.
In 2014, Kingspan Insulation was awarded the Herefordshire Diamond County Award, Best Large Company, 2014 for Contribution to
the Community in Herefordshire.
Action Plan
l Consider collaborating with other businesses on the Selby
industrial site to engage with local community.
l Repeat the community consultation exercise biannually i.e. in
2016, 2018, 2020.....
l Consider installing speed indicator devices (SIDs) in villages
local to Pembridge through which outbound hauliers travel.
GRI Indicator Data
Local Community and
Charitable Donations
0.50
0.45
0.40
0.35
0.30
0.25
0.20
0.15
0.10
0.05
0.00
0.32
0.320.35
The economic climate forced Kingspan
2015 Insulation TargetLtd. to concentrate on investment
2014
in business activities, and as a result, in 2010,
2013
2012
the company reduced its target level of local
2011 community and charitable donations to 0.25%.
2010
Non–Product Related Formal
Complaints from Local Communities
2015 Target
2014
2013
2012
2011
2010
2009
The spike in community complaints in
2010 was due to issues with inbound
hauliers.
Throughout the year Kingspan Insulation staff were involved
in a number of fund raising activities, from Christmas Jumpers
for Save the Children to a Wear it Pink for Breast Cancer.
The family fun day raised over a thousand pounds for the Air
Ambulance and money raised from the Christmas Party was
donated to Macmillan Nurses.

36
Biodiversity & Natural Heritage
Context
Given the rural location of its facilities, biodiversity
is an area in which Kingspan Insulation Ltd. has
felt able to make significant contributions to
environmental sustainability.
Neither site is located in proximity to areas
designated for high biodiversity or conservation
value, although ecological appraisals of the
Pembridge and Selby sites have identified potential
for ecological value due to agricultural usage of
the surrounding area. Kingspan Insulation Ltd. has
sought to build on this underlying potential through a
robust management approach to biodiversity.
Relevant GRI Indicators
EN11 Location & size of land owned, leased, managed
in or near to protected areas & areas of high
biodiversity value.
EN14 Strategies, actions & plans for managing
biodiversity impacts.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Actions Taken on Manufacturing Sites
l During 2006 an appraisal of the biodiversity of the Pembridge site was commissioned. This included a biodiversity-sensitive site
maintenance plan, which is being followed, and an action plan to encourage and improve the biodiversity of the site.
l During 2008, most of this action plan was implemented via a community initiative bringing together university students with local
school children. New habitats were created, including bee banks, a bug hotel, plus native tree planting. Measures were taken to
provide natural habitat for nesting birds and encourage the development of meadow–type habitat. Bat and bird boxes have also been
installed. Notices were installed at points around the site to inform staff about this biodiversity work. For more information visit: www.
kingspaninsulation.co.uk/About-Us/Community/Schools/Sustainability-Education.aspx
l A company Landscaping Policy has been prepared to mitigate biodiversity risks by ensuring full consideration is given to biodiversity
objectives during decisions about all site activities. The Policy stipulates that:
– a sympathetic approach will be taken to protecting existing trees and shrubs wherever possible;
– wherever possible only native trees and shrubs of British Isles origin will be planted;
– all areas which have been planted with trees, lawns, shrubs etc. will be maintained to high standards;
– a drawing register will be kept to identify the location on site of different species of plants, shrubs and trees; and
– any grounds maintenance work that is undertaken will not place at harm or risk protected fauna or flora, and will instead encourage
the biodiversity of the site.
l Grounds maintenance staff are familiar with initiatives for the site and have been involved in habitat management work throughout
such as using bark chippings to reduce the need for conventional spraying techniques.
l The Environmental Purchasing Policy commits to the use of the most environmentally–friendly pesticides and weed treatment systems
and defines which systems will comply.
l The Building Development Policy includes a clause to consider the viability of installing green roofs as part of every planned building
development, as a means to enhance biodiversity on–site, reduce run–off, and enhance thermal performance of buildings.
The potential to retrofit existing roofs has been explored but current building structures are not considered suitable.
l In 2010, a site biodiversity review was carried out at the Pembridge site, to investigate the impact of the enhancements carried out
in 2008.
l In 2010, an appraisal of the biodiversity of the Selby site was commissioned. The appraisal revealed habitats for invertebrates
(including cinnabar moth, peacock butterfly and crane-flies) amphibians (common toad, common frog and common newt) and birds
(including whitethroat, lesser whitethroat, wren and dunnock).
l In 2011, the company took part in a project, led by the Herefordshire Biodiversity Partnership, to reverse the decline of lesser spotted
woodpeckers and green woodpeckers within Herefordshire. The company supplied insulation for a large number of woodpecker
boxes and installed and monitored two woodpecker boxes on its Pembridge site.
Actions Taken in the Local Community
l Areas of ecological value off–site have been enhanced through the Kingspan Insulation Community Trust. An ‘Ecological Trustee’
sits on the Trust’s Board to assist with the project management and development of appropriate biodiversity–related schemes.
l Details of projects funded by the Kingspan Insulation Community Trust can be found at www.KingspanInsulationCommunityTrust.org.

37
2014 Performance Highlights
Ongoing work has taken place to maintain the biodiversity of the Pembridge and Selby sites, in line with the recommendations from the
latest biodiversity review.
Action Plan
l Following implementation of the Pembridge Biodiversity
Action Plan, monitor biannually (2015, 2017, 2019...) to check
whether increases in biodiversity can be identified.
l Repeat the 2013 biodiversity work at Pembridge and Selby
involving local schools.
l Program initiatives to involve staff in on–site or off–site
conservation / landscaping work, both to raise awareness
of biodiversity objectives & as a health & wellbeing / staff
engagement initiative.
l Roll out Landscaping Policy to Selby site.
l Implement an action plan for site improvement at Selby, as
has taken place at Pembridge.
l Develop the biodiversity web page to promote awareness of
local biodiversity in the vicinity of both sites and to detail the
results of the biodiversity surveys on the sites.
Leominster is looking blooming marvellous following the recent
funding from the Kingspan Insulation Community Trust which has been
used to plant a nutgrove and flowerbeds.
Leominster in Bloom is run by a group of volunteers with the aim of
making Leominster a more pleasant place to live. As part of this desire
they put forward an application to the Kingspan Insulation Community
Trust to enable them to encourage biodiversity in the area through the
planting of trees and flowers.
Gill Ding, a member of Leominster in Bloom and organiser of this
project, commented “We were lucky enough to receive funding from
the Kingspan Insulation Community Trust which we have put to good
use in not only by encouraging biodiversity in the Parish but it has also
brought the community together by getting different groups involved
with the planting. This involvement has helped give people a sense
of pride in the area they live, and will hopefully encourage similar
activities in the future.”

38
Land Management & Premises
Context
Both Kingspan Insulation’s facilities are located
predominantly on land used as airfields prior to their
adoption for industrial use. Whilst the Pembridge
facility is surrounded by agricultural land, the Selby
site is situated on an industrial estate which houses
other industrial users. The company operates
pollution management practices in compliance with
regulatory requirements and seeks a best practice
approach to pollution control. It has a strong
history of compliance with regulatory water quality
requirements. Both sites are located on flood plains
and have previously been subjected to flooding.
Kingspan Insulation’s accommodation at Selby is
currently under–utilised, providing capacity for future
expansion.
Relevant GRI Indicators
EN23 Total number & volume of significant spills.
NB See Appendix A for background to GRI.
Historical Achievements & Ongoing Activities
Land
l The majority of both sites is either built on or covered in hard standing.
l At least 90 per cent of the total site at Pembridge, and 100 per cent of the site at Selby, consists of previously used land, which had
industrial uses. The sites have development capacity.
l The sites have been assessed for archaeological remains and nothing of importance has been detected.
l In terms of cultural heritage, the re–clad aircraft hangars at Pembridge are the only notable features on either site.
l A best practice Landscaping Policy has been adopted at both sites. This policy is particularly important at Pembridge due to the rural
location, where boundaries and external views of the site are to be in keeping with the local area and wherever possible, where large
buildings are situated close to the boundary, they will be screened effectively using native tree species.
l It is unlikely that much of the indigenous soil profile remains on either site, due to their history of industrial uses. Topsoil from the
redevelopment of the Pembridge site has been taken to a local quarry for use as topsoil fill.
Contamination
l Neither site is located in a Groundwater Source Protection Zone.
l Site ground analysis tests have been completed to identify any land contamination at Pembridge.
l A new septic tank was installed at Pembridge in 2008 to strengthen facilities to separate rainwater and foul water, thereby improving
the management of contamination risks.
l As part of the Kingspan Insulation Ltd. ISO 14001 accredited Environmental Management System and the OHSAS 18001 accredited
Health and Safety Management System, there is a robust reporting procedure in place to record all chemical spills.
l Contamination is mitigated at both sites through provisions for effective management of chemical spills. Designated spill teams are
always available on–site to deal with spills. Teams are trained and tested annually. Spill kits are distributed around the site.
l There have been no spills during recent years which were substantial enough to be reported under regulatory requirements.
l Fuel interceptors are checked monthly for signs of contamination.
Surface Water Management
l Effective drainage systems are in place to remove excess surface water.
l A pond on the Selby premises is used to assist in the effective drainage of water from hard standing areas. Water is pumped to the
pond prior to removal from site.
l Flood defence systems have been strengthened at Pembridge with the provisions of additional soakaways, excavation and extension of
neighbouring culverts and the installation of an underground sump with infiltration drainage underneath one of the large warehouses.
l A robust maintenance programme has been implemented at both sites to regularly monitor drainage infrastructure to prevent
blockages and consequent flooding.
Buildings
l Buildings have in-built flexibility to extend their life, especially the high-bay warehouse at Pembridge.
l Buildings are refurbished rather than replaced wherever possible: at Pembridge, office buildings have been refurbished and the old
aircraft hangars re-clad for use as warehouses. Materials from the old runways located at Pembridge have been re-used for building
foundations.
l A Building Development Policy is in place, and the company aspires to achieve BREEAM ‘Excellent’ for new buildings on the company
estate. A retrospective and indicative BREEAM assessment was conducted on the most recent warehouse at Pembridge, as a
benchmark.
l Prior to the introduction of the policy, elements of BREEAM had already been used in site development works, including re-use of
demolition materials on-site as aggregate, and installation of an underground sump with infiltration drainage.
2014 Performance Highlights
No significant impacts of spills have been recorded during 2014. No significant spills have been recorded in Kingspan Insulation Ltd.’s
financial statement during the last 5 years. A significant spill can be defined as a spill of over 25kg in mass.

39
GRI Indicator Data
Total Number of Spills >10kg in Mass
2015 Target
2014
2013
2012
2011
2010
2009
Action Plan
l Consider improvements to site defences against localised
flooding, especially in relation to changing land use on site
associated with new building footprints.
1
0
0
Although target for spills is less than four the intention
would be to maintain the 2013 level of zero spills.
Pembridge CE Primary School pupils can now stay fit whatever the
weather thanks to a new indoor climbing frame, purchased with funding
from the Kingspan Insulation Community Trust.
The fold away climbing frame is more challenging than your average
piece of P.E. equipment. It includes several angled and straight ladders,
brightly coloured fixed rings and four swivel rings which can be adjusted
into three different positions for a fresh test!
In addition to their successful application for £2000 from the Kingspan
Insulation Community Trust, the school’s PTFA also raised further
funds through a number of events including school discos and coffee
mornings.
Robert Hollis, head teacher of Pembridge CE Primary School said
“We were delighted to have received this funding from the Community
Trust. The new equipment gives our children a fun and safe space to
improve their health and fitness and to develop balance, co-ordination
and other essential life skills.”

40
Appendix A
Background to GRI G3 Guidelines
The GRI (Global Reporting Initiative) Reporting Framework is intended to serve as a generally accepted
framework for reporting on an organisation’s economic, environmental, and social performance. It is designed
for use by organisations of any size, sector, or location, and takes into account the practical considerations
faced by a diverse range of organisations. The Framework contains general and sector–specific content that
has been agreed by a wide range of stakeholders around the world to be generally applicable for reporting an
organisation’s sustainability performance.
The Sustainability Reporting Guidelines consist of Principles for defining report content and ensuring the quality of reported information.
It also includes Standard Disclosures made up of Performance Indicators and other disclosure items, as well as guidance on specific
technical topics in reporting.
The Standard Disclosures to be included in sustainability reports
comprise information that is relevant and material to most
organisations and of interest to stakeholders. These include:
l Strategy and Profile: disclosures that set the overall context
for understanding organisational performance, e.g. its
strategy, profile, and governance;
l Management Approach: disclosures that cover how an
organisation addresses a given set of topics, to provide
context for understanding performance in a specific area; and
l Performance Indicators: indicators that elicit comparable
information on the economic, environmental, and social
performance of the organisation.
An Application Level is declared for each report prepared
under the GRI Reporting Guidelines. The Application Level
communicates which elements of the Reporting Framework have
been applied in the preparation of the report. There are three
levels in the system, titled C, B and A. The reporting criteria found
in each level reflect an increasing application or coverage of the
GRI Reporting Framework.
An organisation self–declares a reporting level based on its own
assessment of its report content against the criteria in the GRI
Application Levels. In addition to the self declaration, reporting
organisations can ask an external assurance provider to provide
an assessment of the report content, following which process a
“plus” can be declared at each level (i.e. C+, B+, A+). The GRI
may also be approached to check the Application Level, thereby
enabling a “GRI Checked” stamp to appear in the report.
The table in Figure C2 summarises the requirements of a report
declared at each Application Level. This report for Kingspan
Insulation Ltd. has been provided external assurance as an
Application Level B+ report and covers all of the requirements
associated with this Level (as outlined in the Report Content Index
found in Appendix B). External Assurance has been provided
Anthesis-Caleb.
Fig. C1: GRI Reporting Framework

41
Report Application Level
Standard Disclosures
Profile
Disclosures
Disclosures on
Management
Approach
Performance
Indicators &
Sector Supplement
Performance
Indicators
OUTPUT
OUTPUT
OUTPUT
Report on:
1.1
2.1–2.10
3.1–3.8, 3.10–3.12
4.1–4.4, 4.14–4.15
Not Required
C C+ B B+ A A+
Report on a minimum
of 10 Performance
Indicators, including at
least one from each of:
Economic, Social and
Environmental**
Report Externally Assured
Report on all criteria
listed for Level C plus:
1.2
9.9, 3.13
4.5–4.13, 4.16–4.17
Management Approach
Disclosures for each
Indicator Category
Report on a minimum
of 20 Performance
Indicators, at least one
from each of Economic,
Environmental, Human
rights, Labour, Society,
Product Responsibility***
* Sector supplement in final version
** Performance Indicators may be selected from any finalized Sector Supplement, but 7 of the 10 must be from the original GRI Guidelines
*** Performance Indicators may be selected from any finalized Sector Supplement, but 14 of the 20 must be from the original GRI Guidelines
Report Externally Assured
Same as requirement
for Level B
Management Approach
Disclosures for each
Indicator Category
Report on core G3 and
Sector Supplement*
Indicator with due regard
to the Materiality Principle
by either:
a) reporting on the
indicator or b) explaining
the reason for its omission
C C+ B B+ A A+
Report Externally Assured
Mandatory
Optional
Self
Declared
Third Party
Checked
Report Externally Assured
Report Externally Assured
Report Externally Assured
GRI
Checked
Fig. C2: Application Level Table
(source: GRI G3 Sustainability Reporting Guidelines, available at www.globalreporting.org)

42
Appendix B
GRI Content Index
Indicators Description
Page Number
Strategy & Analysis Profile Disclosure Indicators
1.1 Statement from most senior decision–maker of the organisation 2
1.2 Description of key impacts, risks and opportunities 10–11
Organisational Profile Disclosure Indicators
2.1 Name of organisation 2
2.2 Primary brands, products and services 4
2.3 Operational structure 4
2.4 Location of headquarters 2
2.5 Number of countries of operation 4
2.6 Nature of ownership and legal form 4
2.7 Markets served 4
2.8 Scale of organisation 4
2.9 Significant changes during reporting period, e.g. size, structure 2
2.10 Awards received in reporting period 20
Report Parameters
3.1 Reporting period 2
3.2 Date of most recent previous report 9
3.3 Reporting cycle 9
3.4 Contact point for questions 9
3.5 Process for defining report content (materiality; prioritisation; stakeholder consultation) 9
3.6 Boundary of report 9
3.7 Limitations on scope of report 9
3.8 Basis for reporting on joint ventures, subsidiaries etc. n/a
3.9 Data measurement techniques and bases of calculations 9
3.10 Explanation of effect of any re–statements of information provided previously n/a
3.11 Significant changes in reporting from previously 2
3.12 Content table identifying location of Standard Disclosures in Report 42–43
3.13 Policy and practice with respect to external assurance 9
Indicators Description
Page Number
Governance, Commitments and Engagement
4.1 Governance structure of the organisation 5
4.2 Whether Chair of the highest governance body is also an Executive Officer 5
4.3 Number of members of highest governance body who are independent / 5
non–executive members of the Board
4.4 Mechanisms for shareholder / employee consultation 14
4.5 Link between compensation for senior management and company performance Confidential
4.6 Processes for avoiding conflict of interest 5
4.7 Process for determining expertise of senior management for guiding 5
economic, environmental and social performance
4.8 Statements of missions / values, codes of conduct, economic, environmental 5–6
and social principles
4.9 Procedures for overseeing management of economic, environmental and 5–6 & 12
social performance, including risks
4.10 Processes for evaluating Board’s own performance 5
4.11 Use of precautionary approach n/a
4.12 Subscription to external economic, environmental and social charters / initiatives 12
4.13 Organisational memberships in associations 14
4.14 List of stakeholder groups engaged by the organisation 14
4.15 Basis for selecting stakeholders 14
4.16 Approaches to stakeholder engagement 14
4.17 Topics raised through stakeholder engagement, and responses 14
Management Approach Disclosures
EC Economic 12–13, 30–31 &
34–35
EN Environmental 12–13 & 22–23
26–31 & 36–39
LA Labour practices and decent work 16–19
HR Human rights 20-21
SO Society 12–13 & 34–35
PR Product responsibility 14–15

43
Indicators Page Extent of reporting
Economic Performance Indicators
EC1 Direct economic value generated and distributed, including revenues, 12–13 & 34–35 Full
operating costs, employee compensation, donations and other
community investments, retained earnings, and payments to capital
providers and governments
EC2 Financial implications and other risks and opportunities for the 12–13 Full
organisation’s activities due to climate change
Environmental Performance Indicators
EN2 Percentage of materials used that are recycled input materials 22–23 Full
EN3 Direct energy consumption by primary energy source 30–31 Full
EN4 Indirect energy consumption by primary source 30–31 Full
EN8 Total water withdrawal by source 28–29 Full
EN11 Location and size of land owned, leased, managed in, or adjacent to, 36–37 Full
protected areas and areas of high biodiversity value outside
protected areas
EN14 Strategies, current actions, and future plans for managing
impacts on biodiversity 36–37 Full
EN16 Total direct and indirect greenhouse gas emissions by weight 30–31 Full
EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved 30–31
Full
EN22 Total weight of waste by type and disposal method 26–27 Full
EN23 Total number and volume of significant spills 38–39 Full
EN26 Initiatives to mitigate environmental impacts of products and services, 22–23 Full
and extent of impact mitigation
EN28 Monetary value of significant fines and total number of non–monetary 12–13 Full
sanctions for non–compliance with environmental laws and regulations
Indicators Page Extent of reporting
Labour Practices and Decent Work Performance Indicators
LA1 Total workforce by employment type, employment contract, and 16–17 Full
region, broken down by gender
LA2 Total number and rate of new employee hires and employee turnover 16–17 Full
by age group, gender and region
LA7 Rates of injury, occupational diseases, lost days, and absenteeism, 18–19 Partial
and total number of work–related fatalities by region and by gender
Human Rights Performance Indicators
HR1 Percentage and total number of significant investment agreements 20–21 Full
and contracts that include clauses incorporating human rights
concerns, or that have undergone human rights screening
Society Performance Indicators
SO1 Percentage of operations with implemented local community 34–35 Full
engagement, impact assessments, and development programs
SO2 Percentage and total number of business units analysed for risks 12–13 Full
related to corruption
SO7 Total number of legal actions for anti–competitive behaviour, anti–trust 12–13 Full
and monopoly practices and their outcomes
SO8 Monetary value of significant fines and total number of non–monetary
sanctions for non–compliances with environmental laws and regulations 12–13
Full
Product Responsibility Performance Indicators
PR5 Practices related to customer satisfaction, including results of surveys 14–15 Full
measuring customer satisfaction

Kingspan Insulation Ltd
Pembridge, Leominster, Herefordshire HR6 9LA, UK
www.kingspaninsulation.co.uk
® Kingspan, OPTIM-R, KoolDuct, Kooltherm, TEK, Thermabate, Thermaroof and the Lion Device are Registered Trademarks of the Kingspan Group plc in the UK and other countries. All rights reserved.
TM
Therma is a Trademark of the Kingspan Group plc.
Kingspan Insulation Ltd. Registered in England & Wales, No. 01882722. Registered Office: Pembridge, Leominster, Herefordshire HR6 9LA UK. VAT GB428602456.